Agenda Document Pack - Housing and Technical Resources Committee - 27/11/2024
South Lanarkshire Council · 27 November 2024
Back to Housing and Technical Resources Committee — 27 November 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 19 November 2024 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, 27 November 2024 Time: 10:00 Venue: Hybrid - Committee Room 1, Council Offices, Almada Street, Hamilton, ML3 0AA The business to be considered at the meeting is listed overleaf. Yours sincerely Paul Manning Chief Executive Members Davie McLachlan (Chair), Margaret Cowie (Depute Chair), Joe Fagan (ex officio), Walter Brogan, Archie Buchanan, Mathew Buchanan, Janine Calikes, Gerry Convery, Margaret Cooper, Andrea Cowan, Maureen Devlin, Colin Dewar, Allan Falconer, Grant Ferguson, Alistair Fulton, Ross Gowland, Geri Gray, Ross Lambie, Martin Lennon, Richard Lockhart, Julia Marrs, Ian McAllan, Kenny McCreary, Norman Rae, David Shearer, Kirsty Williams Substitutes John Bradley, Robert Brown, Poppy Corbett, Monique Equi, Gladys Ferguson-Miller, Martin Hose, Cal Johnston-Dempsey, Susan Kerr, Eileen Logan, Richard Nelson, Helen Toner, Margaret B Walker, David Watson 1
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BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Housing and Technical Resources Committee held on 18 September 2024 submitted for approval as a correct record. (Copy attached) 5 - 18 Monitoring Item(s) 3 Revenue Budget Monitoring 2024/2025 - Housing and Technical Resources (excl Housing Revenue Account (HRA)) Joint report dated 30 October 2024 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 19 - 24 4 Revenue Budget Monitoring 2024/2025 - Housing and Technical Resources - Housing Revenue Account (HRA) Joint report dated 30 October 2024 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 25 - 28 5 Capital Budget Monitoring 2024/2025 - Housing and Technical Resources (excl Housing Revenue Account (HRA)) Joint report dated 30 October 2024 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 29 - 32 6 Capital Budget Monitoring 2024/2025 - Housing and Technical Resources - Housing Revenue Account (HRA) Joint report dated 30 October 2024 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 33 - 36 7 Housing and Technical Resources - Workforce Monitoring - July to September 2024 Joint report dated 28 October 2024 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources). (Copy attached) 37 - 44 8 Housing and Technical Resource Plan - Quarter 2 Progress Report 2024/2025 Report dated 6 November 2024 by the Executive Director (Housing and Technical Resources). (Copy attached) 45 - 76 Item(s) for Decision 9 Policy and Strategy Review Schedule Report dated 8 October 2024 by the Executive Director (Housing and Technical Resources). (Copy attached) 77 - 80 2
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10 South Lanarkshire Council's Strategic Housing Investment Plan 2025 to 2030 Report dated 6 November 2024 by the Executive Director (Housing and Technical Resources). (Copy attached) 81 - 110 11 Westwood Community Hall, Riverton Drive, East Kilbride - Lease to The Westwood Community Centre Report dated 10 October 2024 by the Executive Director (Housing and Technical Resources). (Copy attached) 111 - 116 12 Acquisition of 2 Former Church Sites at Reid Street and Backmuir Road, Hamilton from JR Group Report dated 6 November 2024 by the Executive Director (Housing and Technical Resources). (Copy attached) 117 - 124 13 Acquisition of Houses at Landsdale, Newhouse Road, East Kilbride (EK CGA Site D) - Section 75 Planning Reference PL/09/0218 Report dated 6 November 2024 by the Executive Director (Housing and Technical Resources). (Copy attached) 125 - 128 14 Acquisition of Land and Construction of Properties at Dale Avenue, Cambuslang - Section 75 Planning Reference PL/21/1901 Report dated 6 November 2024 by the Executive Director (Housing and Technical Resources). (Copy attached) 129 - 132 Item(s) for Noting 15 Delegated Authority Report – Update Report dated 17 October 2024 by the Executive Director (Housing and Technical Resources). (Copy attached) 133 - 136 16 Annual Report on the Charter (ARC) 2023/2024 Report dated 5 November 2024 by the Executive Director (Housing and Technical Resources). (Copy attached) 137 - 142 17 Scottish Housing Regulator – Annual Return on the Scottish Social Charter – A Consultation Report dated 5 November 2024 by the Executive Director (Housing and Technical Resources). (Copy attached) 143 - 154 18 Notification of Contracts Awarded - 1 March 2024 to 30 September 2024 Report dated 22 October 2024 by the Executive Director (Housing and Technical Resources). (Copy attached) 155 - 160 19 Update of the Housing and Technical Resources' Risk Register and Risk Control Plan Report dated 5 November 2024 by the Executive Director (Housing and Technical Resources). (Copy attached) 161 - 184 3
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20 Annual Report - Mainstreaming Equality and Diversity within Housing and Technical Resources Report dated 5 November 2024 by the Executive Director (Housing and Technical Resources). (Copy attached) 185 - 200 Urgent Business 21 Urgent Business Any other items of business which the Chair decides are urgent. Exclusion of Press and Public 22 Exclusion of Press and Public It is recommended that the Committee makes the following resolution:- "That, in terms of Section 50A(4) of the Local Government (Scotland) Act 1973, the press and public be excluded from the meeting for the following item(s) of business on the grounds that it is likely that there will be disclosure of exempt information in terms of Paragraph 9 of Part I of Schedule 7A of the Act." Item(s) for Decision 23 Disposal of Land at Stewartfield Way, East Kilbride • Exempt information in terms of Paragraph 9 of Part I of Schedule 7A of the Act For further information, please contact:- Clerk Name: Lynne Hamilton Clerk Telephone: 07385 370044 Clerk Email: lynn.hamilton2@southlanarkshire.gov.uk 4
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HOUSING AND TECHNICAL RESOURCES COMMITTEE Minutes of meeting held via Confero and in the Council Chamber, Council Offices, Almada Street, Hamilton on 18 September 2024 Chair: Councillor Davie McLachlan Councillors Present: Councillor Walter Brogan, Councillor Archie Buchanan, Councillor Mathew Buchanan, Councillor Janine Calikes, Councillor Gerry Convery, Councillor Andrea Cowan, Councillor Margaret Cowie (Depute), Councillor Colin Dewar, Councillor Allan Falconer, Councillor Grant Ferguson, Councillor Alistair Fulton, Councillor Susan Kerr (substitute for Councillor Maureen Devlin), Councillor Ross Lambie, Councillor Richard Lockhart, Councillor Julia Marrs, Councillor Ian McAllan, Councillor David Shearer, Councillor Helen Toner (substitute for Councillor Geri Gray), Councillor Margaret B Walker (substitute for Councillor Gowland), Councillor Kirsty Williams Councillors' Apologies: Councillor Margaret Cooper, Councillor Maureen Devlin, Councillor Joe Fagan (ex officio), Councillor Ross Gowland, Councillor Geri Gray, Councillor Martin Lennon, Councillor Kenny McCreary, Councillor Norman Rae Attending: Finance and Corporate Resources G Booth, Finance Manager (Strategy); J Davitt, Public Relations Team Leader; K Gowrie, Finance Adviser; L Hamilton, Administration Officer; E Maxwell, Human Resources Business Manager; T Slater, Administration Adviser; L Wyllie, Administration Assistant Housing and Technical Resources S Gibson, Executive Director; S Egan, Head of Housing Services; C Jardine, Head of Property Services; G McParland, Property Manager (Assets and Estates); C Mitchell, Strategy and Support Manager Chair’s Remarks The Chair welcomed C Jardine, the newly appointed Head of Property Services, to his first meeting of the Committee. 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 19 June 2024 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record 2 5
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3 Revenue Budget Monitoring 2023/2024 - Housing and Technical Resources (Excl Housing Revenue Account (HRA)) A joint report dated 21 August 2024 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources) was submitted advising of the actual expenditure measured against the revenue budget for the period 1 April 2023 to 31 March 2024 for Housing and Technical Resources (excl HRA). As at 31 March 2024, there was an underspend of £1.507 million against the phased budget. This was the position before transfers to reserves. The position after agreed transfers to reserves was an overspend of £0.003 million. The transfers had been agreed at the Executive Committee on 26 June 2024. Appendices A to C provided details on the year end position. Virements were proposed to realign budgets and those were detailed in appendices B and C of the report. The Committee decided: (1) that the overspend of £0.003 million, as at 31 March 2024, on the Housing and Technical Resources’ Revenue Budget (excl HRA), after transfers to reserves, as detailed in Appendix A of the report, be noted; and (2) that the proposed budget virements be approved. [Reference: Minutes of the Executive Committee of 26 June 2024 (Paragraph 3)] 4 Revenue Budget Monitoring 2023/2024 - Housing and Technical Resources (Housing Revenue Account (HRA)) A joint report dated 21 August 2024 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources) was submitted advising of the actual expenditure measured against the revenue budget for the period 1 April 2023 to 31 March 2024 for Housing and Technical Resources (HRA). As at 31 March 2024, there was a breakeven position against the phased budget after a transfer to the HRA Reserve of £0.360 million. The original budget anticipated a required transfer from reserves of £4.907 million, although this was projected to be £0.853 million at outturn. Further information on the variances was detailed in Appendix A to the report. A number of entries were required to manage the Scottish Government funding for the 2023/2024 pay award and those were accounting entries only and had no impact on the position for the HRA. Virements were proposed to realign budgets and those were detailed in Appendix A to the report. The Committee decided: (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. [Reference: Minutes of the Executive Committee of 26 June 2024 (Paragraph 3)] 6
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5 Revenue Budget Monitoring 2024/2025 - Housing and Technical Resources (Excl Housing Revenue Account (HRA)) A joint report dated 21 August 2024 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources) was submitted advising of the actual expenditure measured against the revenue budget for the period 1 April to 12 July 2024 and a forecast for the year to 31 March 2025 for Housing and Technical Resources (excl HRA). The report reflected the actual spend to 12 July 2024 within the Resource budget. As part of the new reporting regime within Fusion, Appendix A reflected the expected outturn forecast on expenditure and income, which was a breakeven position. Virements were proposed to realign budgets and those were detailed in appendices B to D in the report. The Committee decided: (1) that the breakeven position as at 12 July 2024 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. [Reference: Minutes of the Executive Committee of 4 September 2024 (Paragraph 3)] 6 Revenue Budget Monitoring 2024/2025 - Housing and Technical Resources - Housing Revenue Account (HRA) A joint report dated 21 August 2024 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources) was submitted advising of the actual expenditure measured against the revenue budget for the period 1 April to 12 July 2024 and a forecast for the year to 31 March 2025 for Housing and Technical Resources (HRA). As at 12 July 2024, there was a forecast breakeven position against the budget, as detailed in Appendix A to the report. The Committee decided: that the breakeven position on Housing and Technical Resources’ (HRA) Revenue Budget, as detailed in Appendix A of the report, be noted. [Reference: Minutes of the Executive Committee of 4 September 2024 (Paragraph 3)] 7 Capital Budget Monitoring 2023/2024 - Housing and Technical Resources (Housing Revenue Account (HRA)) A joint report dated 9 August 2024 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources) was submitted advising on the capital programme for Housing and Technical Resources (HRA) for the period 1 April 2023 to 31 March 2024. The capital programme for 2023/2024 was £67.443 million. Total expenditure to 31 March 2024 was £62.240 million, giving an underspend of £5.203 million which was partly due to the timing of the purchase of land at sites with those settling early in the new financial year. In addition, there had been access issues with work on council house properties. Details of the main projects which attributed to the underspend were detailed in Appendix A of the report. 7
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As previously referred to under agenda item 4, a number of entries were required to manage the Scottish Government funding for the 2023/2024 pay award and those were accounting entries only and had no impact on the position. The Committee decided: that the revised Housing and Technical Resources’ (HRA) capital programme of £67.443 million, and expenditure to 31 March 2024 of £62.240 million, be noted. [Reference: Minutes of the Executive Committee of 26 June 2024 (Paragraph 5)] 8 Capital Budget Monitoring 2023/2024 - Housing and Technical Resources (Excl Housing Revenue Account (HRA)) A joint report dated 21 August 2024 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources) was submitted advising of progress on the capital programme for Housing and Technical Resources (excl HRA) for the period 1 April 2023 to 31 March 2024. The capital programme for 2023/2024 was £11.488 million. Total expenditure to 31 March 2024 was £7.717 million which resulted in an underspend of £3.771 million. This was mainly due to the timing of project spend on a number of projects within multi year programmes. The main projects which were responsible for the underspend were detailed in Appendix A of the report. Any underspend on those projects, along with the funding, had been carried forward into the next financial year. At the year-end 2023/2024, £4.797 million of capital spend required to be recorded as revenue spend. This transfer meant that for the purpose of publishing Annual Accounts only, there was Capital spend of £2.920 million. The Committee decided: that the Housing and Technical Resources’ (excl HRA) capital programme of £11.488 million, and expenditure for the year of £7.717 million, be noted. [Reference: Minutes of 24 April 2024 (Paragraph 5) and Minutes of the Executive Committee of 26 June 2024 (Paragraph 6)] 9 Capital Budget Monitoring 2024/2025 - Housing and Technical Resources (Housing Revenue Account (HRA)) A joint report dated 21 August 2024 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources) was submitted advising on the progress of the capital programme for Housing and Technical Resources (HRA) for the period 1 April to 12 July 2024. The Housing Capital Programme for 2024/2025 was £77.248 million, as detailed at Appendix A to the report. This budget was based on the original programme approved by the Council in February 2024 and updated to include budget carried forward from financial year 2023/2024. In addition, the budget reflected the revised Scottish Government Affordable Housing grant available for 2024/2025. In line with the move to the new Fusion IT system, the focus of capital monitoring would now be the forecast spend position for the financial year. 8
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The forecast for 2024/2025 from Housing and Technical Resources had identified an outturn of £77.248 million for the year, as projects were being considered by the Resource up to the level of budget available. The Committee decided: that the revised Housing and Technical Resources’ (HRA) capital programme of £77.248 million, and expenditure to 12 July 2024 of £11.647 million, be noted. [Reference: Minutes of the Executive Committee of 4 September 2024 (Paragraph 4)] 10 Capital Budget Monitoring 2024/2025 - Housing and Technical Resources (Excl Housing Revenue Account (HRA)) A joint report dated 21 August 2024 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources) was submitted providing information on the progress of the capital programme for Housing and Technical Resources (excl HRA) for the period 1 April to 12 July 2024. The revised budget of £11.629 million was based on the overall Capital Programme for 2024/2025 approved by the Executive Committee on 4 September 2024. In line with the move to the new Fusion IT system, the focus of capital monitoring would now be the forecast spend position for the financial year. Appendix A of the report detailed a forecast for the financial year of £11.629 million. Actual expenditure to 12 July 2024 was £0.423 million. The Committee decided: that the Housing and Technical Resources’ capital programme of £11.629 million, and forecast expenditure of £11.629 million, be noted. [Reference: Minutes of South Lanarkshire Council of 21 February 2024 (Paragraph 3) and Minutes of the Executive Committee of 4 September 2024 (Paragraph 4)] 11 Housing and Technical Resources – Workforce Monitoring – April to June 2024 A joint report dated 8 August 2024 by the Executive Directors (Housing and Technical Resources) and (Finance and Corporate Resources) was submitted on the following employee information for Housing and Technical Resources for April to June 2024:- attendance statistics occupational health statistics accident/incident statistics discipline, grievance and Dignity at Work cases analysis of leavers and exit interviews Staffing Watch as at 11 June 2024 The Committee decided: that the report be noted. [Reference: Minutes of 19 June 2024 (Paragraph 3)] 12 Scottish Housing Regulator – Annual Assurance Statement 2023/2024 A report dated 27 August 2024 by the Executive Director (Housing and Technical Resources) was submitted on the Council’s Annual Assurance Statement (AAS). 9
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The Scottish Housing Regulator (SHR) had been 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 did this by assessing and reporting on social landlords’ delivery of services, RSLs’ financial well-being and standards of governance and, where necessary, the SHR would intervene to secure improvements. The SHR Regulatory Framework required local authority landlords to submit an AAS confirming compliance with regulatory requirements and, if appropriate, to identify any material breaches. The framework was subject to a 5 yearly review and in February 2024, following consultation with stakeholders, the SHR published its new Regulatory Framework and statutory guidance for social landlords. The new framework went live from 1 April 2024 and set out how SHR would regulate social landlords in Scotland. In response to the feedback from stakeholders, the Regulator had maintained much of the previous framework. The revised framework, however, now included a new provision which allowed it to require landlords to provide explicit assurance in the AAS on issues, as detailed in paragraph 3.5 the report. The Regulator placed emphasis on social landlords listening to tenants and service users and committed to a review of the Annual Return on the Charter which it would consult on later this year. The Council’s AAS for 2022/2023 had been approved by this Committee on 30 August 2023 and subsequently submitted to the SHR. The Statement was attached as Appendix 1 to the report. A summary of the key requirements for assurance and how those were addressed was attached as Appendix 2 to the report. The SHR had indicated that, provided tenant and resident safety was not compromised, it would not engage with a landlord where there was not full compliance with regulatory requirements and the landlord had effective plans to return to full compliance. In relation to this year’s statement, there were 2 points, highlighted below, where the Council was partially compliant:- ♦ Fire Tolerable Standards ♦ Fixed Electrical Testing In relation to Fire Tolerable Standards, as at 1 April 2024, there were 539 properties where the Smoke Heat and Carbon Monoxide alarms were outwith the required date to install combined alarms to all properties. For Fixed Electrical Testing, there were 1,360 properties outwith the 5 yearly cycle check period. A programme of work had progressed well, however, a number remained outstanding due to the inability to gain access to properties to carry out the necessary installations/testing. A programme of work was in place to address those issues, including the appropriate use of forced entry, which was being closely monitored. In this year’s AAS, social landlords were asked to provide assurance that they had an effective approach to the collection of equalities information and were considering how a human rights- based approach to their work could be adopted. This was reflected in the Council’s proposed AAS. The Committee decided: that the Council’s AAS 2023/2024, attached as Appendix 1 to the report, be approved and submitted to the SHR. [Reference: Minutes of 30 August 2023 (Paragraph 13)] 10
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13 Rapid Re-housing Transition Plan Annual Review – 2023/2024 and Homeless Pressures Update A report dated 27 August 2024 by the Executive Director (Housing and Technical Resources) was submitted:- ♦ providing an update on the outcome of the annual Rapid Rehousing Transition Plan (RRTP) review for 2023/2024 ♦ on the progress in implementing actions in relation to homeless pressures ♦ seeking approval for a Homelessness Strategic Plan for 2024/2025, combining RRTP and homeless pressure response actions The fourth annual review of the Council’s RRTP covering the period 1 April 2022 to 31 March 2023 was approved by this Committee in August 2023. The plan recognised the good progress which had been made over 4 of the 5-year RRTP lifespan, delivering against high level objectives aimed at preventing homelessness wherever possible, otherwise minimising its impact. A summary of the key areas where there was improvement was contained at paragraph 3.3 of the report. Progress had been made in the early years of the plan against a challenging set of circumstances which included the outbreak of COVID-19, cost of living crisis and the significant increase in demand for homelessness assistance. However, last year’s review noted that by the fourth year of the RRTP, the cumulative pressures had led to the sustained increased demand for homelessness assistance which had impacted on the Council’s performance. The annual review of the Council’s 2022/2023 RRTP was submitted to the Scottish Government on 30 June 2023. The annual review for 2023/2024 concluded the 5-year lifespan of the Council’s RRTP 2019 to 2024. There had been no communication from the Scottish Government as yet in relation to continuation of RRTP or the proposed introduction of any alternative strategic framework. However, a final year review submission had been requested and would be submitted by the deadline of 11 October 2024. Despite uncertainty over the next steps, Scottish Government officials had advised that there would be 2 years’ additional funding, on the same basis of RRTP, taking account of the national position of high and increased levels of homelessness. Sustained increased demand had impacted on performance and costs involved in delivering the homeless service. In response, a range of actions, as outlined to this Committee on 7 February 2024, had been progressed and a progress update was provided at section 5 of the report. The RRTP annual review had 53 indicators against which the Council and its partners monitored progress. Despite the challenges faced, 89% of the indicators were on track. Table 1 in the report illustrated the good progress that had been made within RRTP and progress against all indicators was provided in the RRTP Annual Review 2023/2024, attached as Appendix 2 to the report. Against 3 principal measures of homelessness, over the last 2 years the Council experienced:- a 28% increase in the number of people applying to the council for assistance due to homelessness a 38% increase in the number of people recorded by the council as homeless a 101% increase in the backlog of urgent need homeless households awaiting housing The spike in the levels of homelessness and demand had impacted on the quality of service, in particular the ability to meet temporary accommodation needs within suitable accommodation. As a result of this and other factors, the Council unanimously agreed to declare a housing emergency in South Lanarkshire on 12 June 2024. 11
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Robust monitoring of the impact of housing pressure response actions was in place and Table 4 within the report set out the key indicators, monitoring the impacts of changes implemented since April 2024, in comparison to the same period last year. However, it was worth noting that that the actions implemented in April 2024 had limited time to show any impact up to the end of Quarter 1. Despite homelessness presentations continuing at a higher rate than previous years, latest statistics showed a decrease of 8.78% in comparison to Quarter 1 of the previous year. With future requirements of RRTP unknown, it was proposed that partners locally would continue to focus strategic activities on the priority objectives detailed within the RRTP. However, given the recent development of a range of actions in response to system pressures, it was proposed that the Homelessness Strategic Plan 2024/2025 would also incorporate the high-level actions which were being progressed to address those pressures. The proposed plan was attached as Appendix 2 to the report. The outcomes from the RRTP Annual Review 2023/2024 would be presented to the South Lanarkshire Community Planning Partnership Board for noting later in the year. It was proposed that the new Homelessness Strategic Plan would replace the RRTP for 2024/2025, combining the ongoing RRTP actions. It was further proposed that this Committee would be updated on a 6-monthly basis on progress against Homeless Strategic Plan priorities. In response to a member’s question, the Head of Housing Services provided an update on how people presenting as homeless were supported and gave an undertaking to provide a breakdown of the 165 affordable Council houses in terms of the number of acquisitions/new builds/buy backs. The Committee decided: (1) that progress made in delivering the RRTP objectives, as set out in the RRTP Annual Review 2023/2024, attached as Appendix 1 to the report, be noted; (2) that the update on homeless demand pressures and performance be noted; and (3) that the proposed Homelessness Strategic Plan for 2024/25, be approved. [Reference: Minutes of 7 February 2024 (Paragraph 11) and Minutes of South Lanarkshire Council of 12 June 2024 (Paragraph 6)] 14 Greenhills Hall and Library, East Kilbride – Lease to Loaves and Fishes under Community Asset Transfer Lite A report dated 22 August 2024 by the Executive Director (Housing and Technical Resources) was submitted:- ♦ advising of competing requests for a concessionary lease of Greenhills Hall and Library, East Kilbride, through the Community Asset Transfer (CAT) Lite process ♦ requesting approval to lease the hall and library to Loaves and Fishes on the principal terms and conditions of CAT Lite, as detailed in the report 12
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Greenhills Hall and Library were owned by South Lanarkshire Council and managed on the Council’s behalf by South Lanarkshire Leisure and Culture (SLLC). The SLLC Board decided in February 2024 that it could not sustain service delivery for Greenhills Hall and Library, and these properties would be returned to the Council. The Council invited local organisations to express interest in those properties through CAT, with support from the Community Fightback Fund and Renewable Energy Fund to keep the facility opened while this process took place. Two organisations had approached the Council with a request for an annual lease of Greenhills Hall and Library to enable the facilities to remain open for community use, on the basis that the lease would enable them to operate the facility whilst testing the viability of a future CAT. This was not a formal CAT request in terms of the Community Empowerment (Scotland) Act 2015, however, the application to lease had been assessed following the established CAT procedure. The CAT Working Group had recommended that 1 of the applicants be granted a 100% rent reduction for the annual lease for this 1-year period and it was anticipated that a formal CAT application would be developed during that time. The first applicant, Loaves and Fishes, was a Scottish Charitable Incorporated Organisation Company (SCIO) and had been operating since 1992 with a strong committee and volunteer base. Full details of the organisation and its proposed use of the properties were contained within the report. The second applicant, East Kilbride Vineyards Church, was a single tier SCIO. Its constitutional form date was 3 October 2019. Full details of the organisation and its proposed use of the properties were contained within the report. The subjects were suitable for either of the proposed uses and the grant of the annual lease would enable the facility to remain open and relieve the Council of costs associated with empty properties. Details of a public consultation exercise carried out between 20 May 2024 and 14 June 2024 to ascertain the level of support for the interested parties were contained within the report. Consideration had been given to both applications, taking into account that it was a 1-year lease and, on balance, it was proposed that Greenhills Hall and Library, East Kilbride, be leased to Loaves and Fishes, subject to the terms and conditions detailed in Section 6 of the report. In response to members’ questions, the Property Manager (Assets and Estates) confirmed that SLLC was planning to hold discussions with the successful organisation regarding providing library services at the venue with some caveats. He also advised that, where 2 bodies were interested in the same asset, discussion took place with both parties and, where appropriate, the matter was raised at the CAT Working Group. The Committee decided: (1) that Greenhills Hall and Library, 14 Greenhills, Square, East Kilbride be leased to Loaves and Fishes, subject to the terms and conditions detailed in Section 6 of the report; and (2) that the Executive Director (Housing and Technical Resources), in consultation with the Head of Administration and Legal Services, be authorised to conclude all matters in respect of the lease and enter into the necessary legal agreements on terms which were in the best interests of the Council. 13
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15 High Blantyre Hall - Lease to 3rd Blantyre Community Group under Community Asset Transfer Lite A report dated 22 August 2024 by the Executive Director (Housing and Technical Resources) was submitted:- advising of competing requests for a concessionary lease of High Blantyre Hall, through the Community Asset Transfer (CAT) Lite process requesting approval to lease to 3rd Blantyre Community Group on the principal terms and conditions, as detailed in the report High Blantyre Hall was owned by South Lanarkshire Council and managed on the Council’s behalf by South Lanarkshire Leisure and Culture (SLLC). The SLLC Board decided in February 2024 that it could not sustain service delivery for High Blantyre Hall, and this would be returned to the Council. The Council invited local organisations to express interest in this property through CAT, with support from the Community Fightback Fund and Renewable Energy Fund to keep the facility opened while this process took place. Two organisations had approached the Council with a request for an annual lease of High Blantyre Hall to enable the facility to remain open for community use, on the basis that the lease would enable them to operate the facility whilst testing the viability of a future CAT. This was not a formal CAT request in terms of the Community Empowerment (Scotland) Act 2015, however, the application to lease had been assessed following the established CAT procedure. The first applicant, the 3rd Blantyre Community Group, a Scottish Charitable Incorporated Organisation (SCIO), was a recently established organisation set up by the 3rd Blantyre Scout Group. Letters had been received from local groups in support of the application. Full details of the organisation and its proposed use of the property were contained within the report. The second applicant, Syro-Malabar Catholic Mission Motherwell, was a local branch of a national Charitable Incorporated Organisation which was registered in June 2017, but the organisation was established in 2002. Full details of the organisation and its proposed use of the properties were contained within the report. The property was suitable for either of the proposed uses and the grant of the annual lease would enable the facility to remain open and relieve the Council of costs associated with empty properties, Details of a public consultation exercise carried out between 5 June 2024 and 4 July 2024 to ascertain the level of support for the interested parties were contained within the report. Consideration had been given to both applications, taking into account that it was a 1-year lease and, on balance, it was considered that the application by the 3rd Blantyre Community Group was the strongest. It was proposed that High Blantyre Hall be leased to 3rd Blantyre Community Group, subject to the terms and conditions detailed in Section 6 of the report. The Committee decided: (1) that High Blantyre Hall, 22 Cemetery Road, Blantyre, Hamilton be leased to 3rd Blantyre Community Group, subject to the terms and conditions detailed in Section 6 of the report; and (2) that the Executive Director (Housing and Technical Resources), in consultation with the Head of Administration and Legal Services, be authorised to conclude all matters in respect of the lease and enter into the necessary legal agreements on terms which were in the best interests of the Council. 14
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16 Calderwood Hall, East Kilbride – Lease to Calderwood Baptist Church under Community Asset Transfer Lite A report dated 22 August 2024 by the Executive Director (Housing and Technical Resources) was submitted:- ♦ advising of competing requests for a concessionary lease of Calderwood Hall, East Kilbride, through the Community Asset Transfer (CAT) Lite process ♦ requesting approval to lease to Calderwood Baptist Church on the principal terms and conditions, as detailed in the report Calderwood Hall was owned by South Lanarkshire Council and managed on the Council’s behalf by South Lanarkshire Leisure and Culture (SLLC). The SLLC Board decided in February 2024 that it could not sustain service delivery for Calderwood Hall, and this would be returned to the Council. The Council invited local organisations to express interest in this property through CAT, with support from the Community Fightback Fund and Renewable Energy Fund to keep the facility open while this process took place. Two organisations had approached the Council with a request for an annual lease of Calderwood Hall, East Kilbride to enable the facility to remain open for community use, on the basis that the lease would enable them to operate the facility whilst testing the viability of a future CAT. This was not a formal CAT request in terms of the Community Empowerment (Scotland) Act 2015, however, the application to lease had been assessed following the established CAT procedure. The first applicant, Calderwood Baptist Church, was an unincorporated registered charity which was suitably constituted for the agreement of an annual lease, however, it was not suitably constituted for a full CAT. Full details of the organisation and its proposed use of the properties were contained within the report. The second applicant, 6th East Kilbride Scout Group, was an unincorporated organisation that operated under a standard Scout governing document. This document was generally not suitable for CAT and there were associated risks. Full details of the organisation and its proposed use of the properties were contained within the report. The property was suitable for either of the proposed uses and the grant of the annual lease would enable the facility to remain open and relieve the Council of costs associated with empty properties. Details of a public consultation exercise carried out between 14 May 2024 and 12 June 2024 to ascertain the level of support for the interested parties were contained within the report. Consideration had been given to both applications, taking into account that it was a 1-year lease and, on balance, it was considered that the application by Calderwood Baptist Church was the strongest. It was, therefore, proposed that Calderwood Hall, East Kilbride be leased to Calderwood Baptist Church, subject to the terms and conditions detailed in Section 6 of the report. In response to a member’s question regarding CAT Lite, the Executive Director (Housing and Technical Resources) referred to the Executive Committee report of 27 March 2024, which outlined that contact was maintained with groups which had successfully secured a CAT Lite, and a report would come to Committee as the anniversary dates approached. 15
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The Committee decided: (1) that Calderwood Hall, Blackbraes Road, East Kilbride be leased to Calderwood Baptist Church, subject to the terms and conditions detailed in Section 6 of the report; and (2) that the Executive Director (Housing and Technical Resources), in consultation with the Head of Administration and Legal Services, be authorised to conclude all matters in respect of the lease and enter into the necessary legal agreements on terms which were in the best interests of the Council. In terms of Standing Order No 14, the Chair adjourned the meeting at 11.00am and reconvened at 11.05. Councillor Convery was not present when the meeting reconvened. 17 Stewartfield Community Centre, East Kilbride – Lease to East Kilbride Gymnastics Club A report dated 22 August 2024 by the Executive Director (Housing and Technical Resources) was submitted:- ♦ advising of the withdrawal of Badminton Academy Social Enterprise (BASE) from the previously agreed asset transfer by lease for Stewartfield Community Centre, East Kilbride ♦ requesting for asset transfer, by short-term lease, of Stewartfield Community Centre, East Kilbride to East Kilbride Gymnastics Club (EKGC) on the principal terms and conditions, as detailed in the report On 30 August 2023, this Committee had approved the asset transfer by lease to BASE. However, during negotiations between BASE and the Council to finalise the terms of the lease, BASE notified the Council that they were unable to agree to the terms and conditions offered and, accordingly, withdrew their request. They also confirmed they did not wish to take the matter to appeal and ended negotiations. The Council owned Stewartfield Community Centre and the property was leased to South Lanarkshire Leisure and Culture (SLLC). The property was identified as “at risk” in the SLLC review of 2021 and, given the CAT negotiations, the budget for 2024/2025 assumed this asset would no longer be operated by SLLC, so no financial provision was made for the property. Following the withdrawal of BASE, EKGC, which had shown a previous interest in the building, submitted an application for a 1-year lease of the premises on 4 June 2024. EKGC was a Scottish Charitable Organisation that was incorporated on 30 October 2013 and, prior to this, had operated as an unincorporated charity since 4 June 2008. The Council’s Legal Services had confirmed that EKGCs constitution was appropriate for both short-term lease and CAT by lease and adhered to CAT rules. Full details of the organisation and its proposed use of the property were contained within the report. It was proposed that Stewartfield Community Centre, East Kilbride be leased to EKGC, subject to the principal terms and conditions detailed in Section 7 of the report. In response to a member’s question, the Property Manager (Assets and Estates) advised that broader discussions would take place with EKGC regarding the use of the small hall by SLLC for the benefit of the local community. The Committee decided: (1) that the withdrawal of Badminton Academy Social Enterprise (BASE) from the previously agreed asset transfer of Stewartfield Community Centre, East Kilbride be noted; 16
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(2) that Stewartfield Community Centre, East Kilbride be leased to East Kilbride Gymnastics Club, subject to the terms and conditions detailed in Section 7 of the report; and (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 the lease and enter into the necessary legal agreements on terms which were in the best interests of the Council. [Reference: Minutes of 30 August 2023 (Paragraph 19)] Councillor Lockhart left the meeting during this item of business 18 Eddlewood Park and Pavilion, Queens Drive, Hamilton – Lease to Eddlewood Football Association A report dated 12 August 2024 by the Executive Director (Housing and Technical Resources) was submitted:- ♦ advising of a request for lease of Eddlewood Park and Pavilion, Queens Drive, Hamilton to Eddlewood Football Association ♦ requesting approval of the principal terms and conditions of asset transfer, as detailed in the report The subjects at Eddlewood Park and Pavilion were managed by South Lanarkshire Leisure and Culture (SLLC) and The Pavilion was currently the subject of a sublease from SLLC to Eddlewood Football Association. Eddlewood Football Association had approached the Council with a request for a lease of the subjects to manage and develop the facility both in the short and longer term. The lease would enable them to invest in the pavilion and pitches. This was a formal CAT request in terms of the Community Empowerment (Scotland) Act 2015. The property was shown on the attached plan at Appendix 1 to the report and, as there was no change of use or development proposed, planning consent was not required. Eddlewood Football Association was a Scottish Charitable Incorporated Organisation. Full details of the organisation and its proposed use of the subjects were contained within the report. The grant of the lease would enable the facility to develop and relieve the Council of ground maintenance costs. The risks were considered low, and the Council had no alternative operational requirements for the subjects. It was proposed that Eddlewood Park and Pavilion be leased to Eddlewood Football Association, subject to the principal terms and conditions detailed in Section 5 of the report. The Committee decided: (1) that Eddlewood Park and Pavilion, Queens Drive, Hamilton be leased to Eddlewood Football Association, subject to the terms and conditions detailed in Section 5 of the report; and (2) that the Executive Director (Housing and Technical Resources), in consultation with the Head of Administration and Legal Services, be authorised to conclude all matters in respect of the lease and enter into the necessary legal agreements on terms which were in the best interests of the Council. 17
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19 Delegated Authority Report - Update A report dated 12 August 2024 by the Executive Director (Housing and Technical Resources) was submitted on transactions processed by Property Services during Quarter 1 of 2024/2025. The Executive Director (Housing and Technical Resources), under delegated powers, had authority to deal with various transactions including: - leases up to the value of £50,000 per annum and a maximum period of 20 years rent reviews up to an increase of £20,000 per annum disposals up to a value of £200,000 acquisitions up to a value of £200,000 In addition, at the Council meeting on 27 March 2024, temporary authority had been granted to the Executive Director (Housing and Technical Resources), in conjunction with the Head of Administration and Legal Services, to enter into short term lease arrangements for the properties affected by the budget setting decisions made by the Council and South Lanarkshire Leisure and Culture on 21 February 2024 and 28 February 2024 respectively. This authority ran from 19 June 2024 to 18 September 2024. Three leases had been completed during this period for the following properties:- ♦ Ferniegair Hall, Carlisle Road, Hamilton – Martial Arts Community Hub ♦ Elsrickle Hall, Elsrickle – Elsrickle Community Hub Limited ♦ Halfway Library – Lightburn Elderly Association Project (LEAP) Details of the transactions undertaken during Quarter 1, as contained in Appendix 1 of the report, were as follows: Quarter 1 2024/2025: Number of transactions 51 Total value of lease transactions £103,075.60 per annum Total value of capital transactions £3,914,700 Total value of miscellaneous transactions Nil The Committee decided: (1) that the transactions processed by delegated authority by Property Services during Quarter 1 of 2024/25 be noted; and (2) that the short-term leases for Halfway Library, Cambuslang, Ferniegair Hall, Carlisle Road, Hamilton and Elsrickle Hall, Elsrickle be noted. [Reference: Minutes of 19 June 2024 (Paragraph 9) and 7 February 2024 (Paragraph 18) and Minutes of South Lanarkshire Council of 27 March 2024 (Paragraph 6)] 20 Urgent Business There were no items of urgent business. 18
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 27 November 2024 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Housing and Technical Resources) Subject: Revenue Budget Monitoring 2024/2025 - 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 2023 to 4 October 2024 for Housing and Technical Resources (excl HRA) provide a forecast for the year to 31 March 2025 [1pur 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the forecast to 31 March 2025 of a breakeven position as detailed in Appendix A of the report, be noted; and (2) that the proposed budget virements be approved. [1recs] 3. Background 3.1. This is the second revenue budget monitoring report presented to the Housing and Technical Resources Committee for the financial year 2024/2025. 3.2. The report details the financial position for Housing and Technical Resources (excluding HRA). Appendix A provides the service analysis statement, outlining key highlights by Service for the Resource and Appendices B to D provide the detailed financial position with variance explanations by budget category. 3.3. This report reflects the actual spend to 4 October 2024 within the Resource budget and reflects the expected outturn forecast on expenditure and income at this date. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. As at 4 October 2024, the Resource’s projected outturn position for 2024/2025 is a breakeven position. This is outlined in Appendix A. 5.2. Virements are proposed to realign budgets. These movements have been detailed in the appendices to this report, as appropriate. 3 19
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6. Climate Change, Sustainability and Environmental Implications 6.1. There are no Climate Change, Sustainability and Environmental Implications in terms of the information contained within this report. 7. Other Implications 7.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. The risk is managed through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the new forecasting within FUSION and work within the Resource and finance teams, ensures early warning for corrective action to be taken where appropriate. 8. Integrated Impact Assessment and Consultation Requirements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 8.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) Stephen Gibson Executive Director (Housing and Technical Resources) 30 October 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References None List of Background Papers Financial ledger and budget monitoring results to 4 October 2024 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Kathleen Gowrie, Finance Manager Ext: 2680 (Tel: 01698 452601) E-mail : Kathleen.Gowrie@southlanarkshire.gov.uk 20
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Appendix A Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period 7 Ended 4 October 2024 (No. 7) Revenue Budget Monitoring Report – Service Analysis Service Analysis Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) % YTD Actual (£000) Housing Services 8,767 8,705 62 0.71% 5,682 Property Services 5,623 5,685 (62) (1.10%) 15,652 Net Controllable Exp. 14,390 14,390 0 (0.39%) 21,334 Service Heading Explanation for significant projected outturn variances Housing Services The service is anticipated to underspend at the year end mainly due to reduced payments to external providers for sheltered housing. Expenditure on temporary accommodation within the Homelessness service is forecast to overspend however this is offset by an underspend on commissioned services and anticipated increased rental income. The forecast underspend within Housing Services is anticipated to offset the overspend in Property Services below. Property Services The service is anticipated to overspend at the year end mainly due to greater than forecast repairs and maintenance within Property Maintenance and grants to Homeowners via the Private Sector Scheme of Assistance for disabled adaptations. These overspends are offset in part by underspends in service charges within Estates, an anticipated underspend on rates within Office Accommodation and employee costs within CCTV. There is also a forecast underspend on employee costs within Building Services and an over recovery in income which are anticipated to offset an overspend in payment to contractors. The forecast overspend within Property Services is anticipated to be offset by the underspend in Housing Services above. 21
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Appendix B SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period Ended 4 October 2024 (No.7) Housing and Technical Resources Summary (excl HRA) Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 45,301 43,705 1,596 Under 3.52% 21,468 Property Costs 20,017 20,637 (620) Over (3.10%) 15,779 Supplies & Services 13,533 11,876 1,657 Under 12.24% 5,479 Transport & Plant 4,678 4,611 67 Under 1.43% 2,226 Administration Costs 3,724 3,744 (20) Over (0.54%) 235 Payments to Other Bodies 6,979 7,101 (122) Over (1.75%) 2,307 Payments to Contractors 12,376 16,726 (4,350) Over (35.15%) 9,273 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 156 158 (2) Over (1.28%) 249 Total Controllable Exp. 106,764 108,558 1,794 Under 1.68% 57,016 Total Controllable Inc. (92,374) (94,168) (1,794) Under Recovered (1.94%) (31,870) Net Controllable Exp. 14,390 14,390 0 - 0.00% 25,146 Variance Explanations Variances are shown in Appendices C and D as appropriate. Budget Virements Virements are shown in Appendices C and D as appropriate. 22
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Appendix C SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period Ended 4 October 2024 (No.7) Housing Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 4,027 4,030 (3) Over (0.07%) 1,988 Property Costs 7,276 7,390 (114) Over (1.57%) 5,785 1, a Supplies & Services 204 203 1 Under 0.49% 45 Transport & Plant 148 141 7 Under 4.73% 49 Administration Costs 146 148 (2) Over (1.37%) 50 Payments to Other Bodies 4,326 4,294 32 Under 0.74% 1,485 Payments to Contractors 2,295 2,217 78 Under 3.40% 600 2, a Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 12 13 (1) Over (8.33%) 1 Total Controllable Exp. 18,434 18,436 (2) Over (0.01%) 10,003 Total Controllable Inc. (9,667) (9,731) 64 Over Recovered (0.66%) (4,321) 3, a Net Controllable Exp. 8,767 8,705 62 Under 0.71% 5,682 Variance Explanations 1. The forecast overspend relates to commissioned services in the homelessness budget where expenditure varies according to service requirements. 2. The forecast underspend is mainly due to lower than budgeted payments to Registered Social Landlords for Housing Support Services. 3. The forecast over recovery of income mainly offsets the additional costs in relation to the homelessness service (see 1. above). Budget Virements a. Realignment of budgets in line with Homelessness Business Plan. Net Effect £0.000m: Property Costs £0.900m, Payments to Contractors (£0.700m) and Income (£0.200m). 23
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Appendix D SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period Ended 4 October 2024 (No.7) Property Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 41,274 39,675 1,599 Under 3.87% 19,876 1, a, Property Costs 12,741 13,247 (506) Over (3.97%) 10,663 2, b Supplies & Services 13,329 11,673 1,656 Under 12.42% 5,904 3, b Transport & Plant 4,530 4,470 60 Under 1.32% 2,445 Administration Costs 3,578 3,596 (18) Over (0.5%) 195 Payments to Other Bodies 2,653 2,807 (154) Over (5.80%) 822 4, c Payments to Contractors 10,081 14,509 (4,428) Over (43.92%) 10,911 5 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 144 145 (1) Over (0.69%) 248 Total Controllable Exp. 88,330 90,122 (1,792) Over (2.03%) 51,064 Total Controllable Inc. (82,707) (84,437) 1,730 Over Recovered (2.09%) (35,412) 6 Net Controllable Exp. 5,623 5,685 (62) Over (1.10%) 15,652 Variance Explanations 1. The forecast underspend relates to vacancies within Estates and Building Services which are actively being recruited or are still under consideration whilst service requirements are determined. 2. The forecast overspend relates to service charges within the estates service and costs associated with planned and reactive maintenance of council properties. 3. The forecast underspend relates to lower than anticipated expenditure on materials within Building Services due to the timing of capital and revenue work. 4. The forecast overspend is due to demand exceeding the budget in relation to grants for Homeowners via the Private Sector Scheme of Assistance. 5. The forecast overspend is due to the use of private contractors which varies depending on the current workload demands and timing of works on a wide variety of capital and revenue works. 6. The forecast over recovery is due to an increase in the current workload within Building Services and is partially offset by overspends in expenditure. Budget Virements a. Transfer from Corporate items additional rates poundage. Net Effect £0.129m: Property £0.129m. b. Removal of budget in respect of Procurement savings in 24/25. Net Effect (£0.280m): Property Costs (£0.035m) and Supplies and Services (£0.245m). c. Transfer from CFCR in respect of Private Sector Housing Scheme of Assistance. Net Effect £1.000m: Payment to Other Bodies £1.000m. 24
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 27 November 2024 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Housing and Technical Resources) Subject: Revenue Budget Monitoring 2024/2025 - 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 2024 to 4 October 2024 for Housing and Technical Resources (HRA) provide a forecast for the year to 31 March 2025 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the forecast breakeven position on Housing and Technical Resources’ (HRA) revenue budget, as detailed in Appendix A of the report, be noted; and (2) that the proposed budget virements be approved. 3. Background 3.1. This is the second revenue budget monitoring report presented to the Housing and Technical Resources Committee for the financial year 2024/2025. 3.2. This report reflects the actual spend to 4 October 2024 within the Resource budget and reflects the expected outturn forecast on expenditure and income at this date. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. As at 4 October 2024, there is a forecast breakeven position against the budget. This is outlined in Appendix A. 5.2. Virements are proposed to realign budgets. These movements have been detailed in the appendix to this report, as appropriate. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no Climate Change, Sustainability and Environmental Implications in terms of the information contained within this report. 4 25
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7. Other Implications 7.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. The risk is managed through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the new forecasting within FUSION and work within the Resource and finance teams, ensures early warning for corrective action to be taken where appropriate. 7.2. Inflationary and budget pressures increase the risk of overspend however these pressures are assessed and managed within the budget planning exercise for current and future years. 8. Integrated Impact Assessment and Consultation 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. Jackie Taylor Executive Director (Finance and Corporate Resources) Stephen Gibson Executive Director (Housing and Technical Resources) 30 October 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References None List of Background Papers Financial ledger and budget monitoring results to 4 October 2024 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Kathleen Gowrie, Finance Manager Ext: 2680 (Tel: 01698 452601) E-mail : Kathleen.Gowrie@southlanarkshire.gov.uk 26
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Appendix A SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period Ended 4 October 2024 (No.7) Housing Revenue Account Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 13,782 14,163 (381) over (2.76%) 6,899 1 Property Costs 60,703 60,251 452 under 0.74% 28,749 2, a Supplies & Services 1,543 1,543 0 - 0.00% 303 Transport & Plant 195 175 20 under 10.26% 68 Administration Costs 5,594 5,594 0 - 0.00% 224 Payments to Other Bodies 2,975 2,932 43 under 1.45% 1,074 Payments to Contractors 100 100 0 - 0.00% 127 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 33,573 33,573 0 - 0.00% 3 Total Controllable Exp. 118,465 118,331 134 under 0.11% 37,447 Total Controllable Inc. (123,397) (123,250) (147) under 0.12% (54,584) 3 Transfer to/(from) Balance Sheet (4,229) (3,511) (718) under 16.98% 0 4 Net Controllable Exp. (9,161) (8,430) (731) under 7.98% (17,137) Loan Charges 9,161 8,430 731 under 7.98% 0 5, a Net Controllable Exp. 0 0 0 - 0.00% (17,137) Variance Explanations 1. The non-recurring overspend reflects costs associated with new system development. 2. The underspend is due to the provision for debt being less than budgeted, partially offset by greater than budgeted expenditure on repairs and maintenance reflecting the volume and cost. 3. The under recovery in income is due to lower-than-expected income from laundry charges. 4. The transfer to reserves is anticipated to be lower than budget due to the overall projected position. 5. The underspend is due to forecast loan charges being lower than budget along with interest on revenue balances being greater than anticipated. Virements a) Realignment of budgets to reflect service provision. Net Effect £0.000m: Property Costs £1.500m, Loan Charges (£1.500m) 27
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 27 November 2024 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Housing and Technical Resources) Subject: Capital Budget Monitoring 2024/2025 - 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 2024 to 4 October 2024 [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 £10.629 million, and forecast expenditure of £10.629 million, be noted. [1recs] 3. Background 3.1. This is the second capital monitoring report presented to the Housing and Technical Resources Committee for the financial year 2024/2025. Further reports will follow throughout the year. 3.2. The revised budget of £10.629 million for Housing and Technical Resources is based on the overall Capital Programme for 2024/2025 (June 2024) updated for an adjustment approved by the Executive Committee on 13 November 2024. 3.3. The report details the financial position for Housing and Technical Resources in Appendix A. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. 2024/2025 Budget As detailed in Section 3.2, the revised capital programme for Housing and Technical Resources is £10.629 million. This is after a £1.000m transfer to the Revenue Budget for the Private Housing Scheme of Assistance project. As reported to the Executive Committee on 13 November 2024, to reflect Accounting Regulations, this spend cannot be classed as Capital and is transferred to the Revenue budget along with the associated funding. 5 29
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5.2. 2024/2025 Forecast Appendix A shows a forecast for the financial year of £10.629 million. For information, actual expenditure to 4 October 2024 is £0.935m. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 7. Other Implications 7.1. The main risk associated with the Council’s Capital Programme is that there is an overspend. The risk has been assessed as low given the detailed project management plans prepared and monitored for each project. The risk of overspend is managed through four weekly Investment Management Meetings. 8. Integrated Impact Assessment and Consultation Requirements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 8.2. There is also no requirement to undertake any consultation in terms of the information contained in the report. Jackie Taylor Executive Director (Finance and Corporate Resources) Stephen Gibson Executive Director (Housing and Technical Resources) 30 October 2024 Link(s) to Council Values/Ambitions/Objectives Accountable, Effective, Efficient and Transparent Previous References Executive Committee, 13 November 2024 List of Background Papers ▪ Financial ledger to 4 October 2024 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Graham Booth, Finance Manager (Strategy) Ext: 2699 (Tel: 01698 452699) E-mail: graham.booth@southlanarkshire.gov.uk 30
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Appendix A South Lanarkshire Council Capital Expenditure 2024-325 Housing and Technical Resources Programme (excl HRA) For Period 1 April 2024 – 4 October 2024 Housing and Technical Resources (excl HRA) Base Budget £000 Budget Adjustments £000 Slippage/ Acceleration £000 Total Budget £000 Forecast Spend £000 Forecast Variance £000 Actual Expenditure £000 Asset Management Programme 8,675 0 - 8,675 8,675 - 901 Private Housing Scheme of Assistance 1,000 (1,000) - - - - 0 Other Housing 1,254 700 - 1,954 1,954 - 34 TOTAL 10,929 (300) - 10,629 10,629 - 935 For Information Only Budget Adjustments approved by Executive Committee, 13 November 2024: Budget Adjustments Private Housing Scheme of Assistance – transfer to revenue Total Budget Adjustments (£1.000m) (£1.000m) 31
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 27 November 2024 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Housing and Technical Resources) Subject: Capital Budget Monitoring 2024/2025 - Housing and Technical Resources (Housing Revenue Account) 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on the progress of the capital programme for Housing and Technical Resources (HRA) for the period 1 April 2024 to 4 October 2024. [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the revised Housing and Technical Resources (HRA) capital programme of £77.248 million, and expenditure to 4 October 2024 of £22.439 million be noted. 3. Background 3.1. This is the second capital monitoring report presented to the Housing and Technical Resources Committee for the financial year 2024/2025. 3.2. The budget is based on the revised capital programme for the year, which was approved by the Executive Committee on 13 November 2024. 3.3. The report details the financial position for Housing and Technical Resources (HRA) on Appendix A. 4. Employee Implications 4.1. There are no employee implications contained within this report. 5. Financial Implications 5.1. The Housing Capital Programme for 2024/2025 totals £77.248 million and is detailed along with the funding sources at Appendix A to this report. This budget is based on the original programme approved by the Council in February 2024, budget carried forward from financial year 2023/2024 and the Scottish Government Affordable Housing grant available for 2024/2025. 5.2. Included in the budget at 5.1 above is the recent additional allocation of £1.724 million in Resource Planning Assumption (RPA) for 2024/2025. The total allocation of £24.558m is for both the Council and Registered Social Landlords (RSL) projects in 2024/2025. 6 33
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5.3. The current forecast for 2024/2025 from Housing and Technical Resources has identified an outturn of £72.106 million for the year, an underspend of £5.142 million. This is a result of delays in site starts at Cairnswell Avenue, Cambuslang and Brackenhill Farm, Hamilton. In addition, the average purchase price for properties purchased through the Market Purchase Scheme has reduced reflecting the current size of properties. 5.4. Opportunities continue to be explored to utilise the uncommitted £5.142m in the current programme. Any Council funding not utilised in year (borrowing) will carry forward into the next financial year. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 7. Other Implications 7.1. The main risk associated with the Council’s Capital Programme is an overspend. The risk is mitigated through the detailed project management plans prepared and monitored for each project. The risk of overspend is managed through four weekly Investment management meetings. 8. Integrated Impact Assessment and Consultation 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. Jackie Taylor Executive Director (Finance and Corporate Resources) Stephen Gibson Executive Director (Housing and Technical Resources) 30 October 2024 Link(s) to Council Values/Priorities/Outcomes ▪ Accountable, Effective, Efficient and Transparent Previous References ▪ Executive Committee, 4 September 2024 List of Background Papers ▪ Financial ledger to 4 October 2024 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Kathleen Gowrie, Finance Manager (Resources) Ext: 2601 (Tel: 01698 452601) E-mail: Kathleen.Gowrie@southlanarkshire.gov.uk 34
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South Lanarkshire Council Appendix A Housing Capital Programme 2024/2025 As at 4 October 2024 2024/25 Annual Budget 2024/25 Forecast Spend 2024/25 Forecast Variance 2024/25 Actual to 04/10/24 £m £m £m £m Expenditure 2024/25 Budget 77.248 72.106 5.142 22.439 2024/25 Annual Budget 2024/25 Actual to 04/10/24 £m £m Income Capital Receipts 0.000 0.265 Capital Funded from Current Revenue 33.506 16.378 Prudential Borrowing 23.463 0.000 Scottish Government Specific Grant: - New Build 17.259 5.311 - Open Market Purchase Scheme 3.000 0.000 - Mortgage to Rent 0.120 0.263 Other Income 0.000 0.222 77.248 22.439 35
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 27 November 2024 Report by: Executive Director (Finance and Corporate Resources) and Executive Director (Housing and Technical Resources) Subject: Housing and Technical Resources – Workforce Monitoring – July to September 2024 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for July to September 2024 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 July to September 2024 relating to Housing and Technical Resources be noted:- attendance statistics occupational health accident/incident statistics discipline, grievance and Dignity at Work cases analysis of leavers and exit interviews staffing watch as at 14 September 2024 [1recs] 3. Background 3.1. As part of the Council’s performance management arrangements, regular workforce monitoring reports are submitted to Committee. This report for Housing and Technical Resources provides information on the position for July to September 2024. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of September 2024 for Housing and Technical Resources. The Resource absence figure for September 2024 was 7.5%, this figure has increased by 0.6% when compared to last month and is 1.4% higher than the Council-wide figure. Compared to September 2023, the Resource absence figure has increased by 1.5%. 7 37
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Based on the absence figures at September 2024 and annual trends, the projected annual average absence for the Resource for 2024/2025 is 6.1% compared to a Council-wide average figure of 5.6%. Managers follow the procedures outlined in the Maximising Attendance Policy to support employees to remain at work, or to return to work after a sickness absence. There are comprehensive employee supports in place and additionally, Personnel Services work in close partnership with line managers and Resource Management Teams on a case management basis to ensure that appropriate actions are taken. 4.2. Occupational Health (Appendix 2) In terms of referrals to occupational health, 150 referrals were made this period. This represents a decrease of 19 when compared with the same period last year. 4.3. Accident/Incident Statistics (Appendix 2) There were 6 accidents/incidents recorded within the Resource this period. Due to a changeover in systems, data input has been delayed, therefore comparisons to last year is not possible. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 7 disciplinary hearings were held within the Resource, this figure has increased by 4 when compared to the same period last year. During this period no appeals were heard by the Appeals Panel and no Appeals Panels were pending. No grievances were raised within the Resource, this figure remains unchanged when compared to the same period last year. No Dignity at Work complaints were raised, this figure has decreased by 4 when compared to the same period last year. 4.5. Analysis of Leavers (Appendix 2a) There were 18 leavers in the Resource this period eligible for an exit interview. This figure has increased by 2 when compared with the same period last year. Given the transition to the new Fusion system, exit interview data continues to be collated and updated for this period. 5. Staffing Watch 5.1. There has been an increase of 128 employees in post from 11 June 2024 to 14 September 2024. . 6. Employee Implications 6.1. There are no implications for employees arising from the information presented in this report. 7. Financial Implications 7.1. All financial implications are accommodated within existing budgets. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no Climate Change, Sustainability and Environmental Implications in terms of the information contained within this report. 9. Other Implications 9.1. There are no implications for sustainability or risk in terms of the information contained within this report. 38
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10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 10.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) Stephen Gibson Executive Director (Housing and Technical Resources) 28 October 2024 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 – 18 September 2024 List of Background Papers Monitoring information provided by Finance and Corporate Resources Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Elaine Maxwell, HR Business Manager Ext: (Tel: 01698 454647) E-mail: elaine.maxwell@southlanarkshire.gov.uk 39
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2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 % % % % % % % % % % % % April 5.5 5.7 5.3 April 10.6 6.9 7.2 April 7.6 6.2 6.1 April 5.6 5.1 5.2 May 4.5 4.9 5.2 May 8.1 6.1 8.1 May 6.0 5.4 6.4 May 5.4 5.1 5.3 June 4.9 5.4 5.7 June 8.5 6.8 8.4 June 6.4 6.0 6.8 June 5.3 4.7 5.2 July 5.5 5.0 5.3 July 8.9 8.1 8.6 July 6.9 6.2 6.7 July 4.6 3.8 4.1 August 4.7 5.1 5.5 August 7.1 8.5 8.8 August 5.7 6.4 6.9 August 4.4 4.1 4.7 September 4.5 4.7 7.5 September 6.3 7.8 7.4 September 5.2 6.0 7.5 September 5.4 5.3 6.1 October 4.3 4.9 October 7.8 5.2 October 5.8 5.0 October 5.8 5.1 November 4.6 4.8 November 7.8 6.7 November 5.9 5.6 November 6.5 6.2 December 4.4 5.1 December 7.2 7.4 December 5.6 6.0 December 7.0 6.6 January 4.5 4.4 January 5.5 6.0 January 4.9 5.0 January 5.8 6.1 February 4.4 5.2 February 6.2 6.3 February 5.1 5.6 February 5.9 6.4 March 5.3 5.3 March 6.8 7.2 March 5.9 6.1 March 6.4 6.3 Annual Average 4.8 5.0 5.4 Annual Average 7.6 6.9 7.3 Annual Average 5.9 5.8 6.1 Annual Average 5.7 5.4 5.6 Average Apr-Sep 4.9 5.1 5.8 Average Apr-Sep 8.3 7.4 8.1 Average Apr-Sep 6.3 6.0 6.7 Average Apr-Sep 5.1 4.7 5.1 858 555 1413 15851No of Employees at 30 September 2024No of Employees at 30 September 2024 No of Employees at 30 September 2024 No of Employees at 30 September 2024 Appendix 1 Housing & Technical Resources Resource Total Absence Trends - 2022/2023, 2023/2024 & 2024/2025 APT&C Manual Workers Council Wide 40
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Jul - Sep Jul - Sep 2023 2024 MEDICAL EXAMINATIONS Number of Employees Attending EMPLOYEE COUNSELLING SERVICE Total Number of Referrals PHYSIOTHERAPY SERVICE Total Number of Referrals REFERRALS TO EMPLOYEE SUPPORT OFFICER 27 43 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 0 0 TOTAL 169 150 Jul - Sep Jul - Sep 2023 2024 Specified Injuries* 0 0 Over 7 day absences 2 2 Over 3 day absences** 1 0 Minor 5 4 Near Miss *** 0 0 Violent Incident: Physical**** 1 0 Violent Incident: Verbal***** 3 0 Total Accidents/Incidents 12 6 Jul - Sep Jul - Sep 2023 2024 Total Number of Hearings 3 7 Total Number of Appeals 0 0 Appeals Pending 0 0 Time Taken to Convene Hearing October - Jul to Sep 2024 0-3 Weeks 4-6 Weeks Over 6 Weeks 2 3 2 Jul - Sep Jul - Sep 2023 2024 Number of Grievances 0 0 Number Resolved at Stage 1 0 0 Number Resolved at Stage 2 0 0 Number Resolved at Stage 3 0 0 Still in Progress 0 0 Jul - Sep Jul - Sep 2023 2024 Number of Incidents 4 0 Number Resolved at Informal Stage 0 0 Number Resolved at Formal Stage 0 0 Number of Appeals 0 0 Appeals in Process 0 0 Still in Process 4 0 ***Near Miss - Any unexpected, unplanned occurrence (except Dangerous Occurrences) that does not lead to injury of persons, damage to property, plant or equipment but may have done so in different Appendix 2 HOUSING AND TECHNICAL RESOURCES 68 61 9 0 65 46 CAUSE OF ACCIDENTS/INCIDENTS *A Specified Injury is any fracture (other than to the fingers, thumbs or toes), amputation, loss of sight, serious burns, crushing injury, scalping, loss of consciousness caused by asphyxiation/ head injury, a chemical or hot metal burn to the eye or penetrating injury as defined by the HSE. **Over 3 day / over 7day absence is an injury sustained outwith specified injury category that results in a period of absence of absence as defined by the HSE. RECORD OF DIGNITY AT WORK ****Physical violent incidents are included in the "Specified" figures, where applicable, to provide the ****Physical violent incidents and ***** Verbal Violent Incidents are included in the "Over 3-day or Over 7- day" figures, where applicable, to provide the "Total Over 3-day or Over 7-day" figures. ****Physical Violent Incidents and ***** Verbal Violent Incidents are included in the "Minor" figures, where applicable, to provide the "Total Minor" figures. RECORD OF DISCIPLINARY HEARINGS RECORD OF GRIEVANCE HEARINGS 41
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Jul - Sep Jul - Sep 2023 2024 Career Advancement 4 0 Child Caring / Caring Responsibilities 0 0 Disatisfaction with terms and conditions 0 0 Further Education 0 0 Moving outwith area 0 0 Personal Reasons 2 0 Poor relationship with managers / colleagues 0 0 Travelling difficulties 0 0 Other 0 0 Number of Exit Interviews conducted 6 0 Total Number of Leavers Eligible for Exit Interview 16 18 Percentage of interviews conducted 38% 0% ANALYSIS OF REASONS FOR LEAVING Appendix 2a HOUSING AND TECHNICAL RESOURCES 42
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As at 14 September 2024 Total Number of Employees F/T P/T F/T P/T 774 120 334 168 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 3.00 196.94 674.12 365.25 33.09 10.00 0.00 2.00 0.00 1284.40 As at 11 June 2024 Total Number of Employees F/T P/T F/T P/T 779 25 332 132 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 3.00 193.51 631.52 341.56 29.60 9.00 0.00 0.00 0.00 1208.19 Salary Bands Appendix 3 JOINT STAFFING WATCH RETURN HOUSING & TECHNICAL RESOURCES 1396 1268 *Full - Time Equivalent No of Employees MALE FEMALE MALE FEMALE TOTAL TOTAL *Full - Time Equivalent No of Employees Salary Bands 43
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Report Agenda Item Report to: Housing and Technical Resource Committee Date of Meeting: 27 November 2024 Report by: Executive Director (Housing and Technical Resources) Subject: Housing and Technical Resource Plan - Quarter 2 Progress Report 2024/2025 1. Purpose of Report 1.1. The purpose of the report is to:- provide the Housing and Technical Resource Plan Quarter 2 Progress Report 2024/2025, for the period 1 April 2024 to 30 September 2024 2. Recommendations 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the Housing and Technical Resource Plan Quarter 2 Progress Report 2024/2025, 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 reporting the updated status of those measures identified as ‘report later’ at Quarter 4 2023/2024, as summarised in paragraph 5.5 and detailed at Appendix 3 of this report, be noted. 3. Background 3.1. The Housing and Technical Resource Plan 2023/2024 was approved by Committee on 19 June 2024 and sets out the outcomes, measures and actions to be managed and delivered by the Resource for the financial year 2024/2025. 3.2. The Resource Plan follows the agreed corporate structure and style. The Plan is a key element of the Council’s performance management arrangements and provides details of the context within which the Resource operates and establishes actions and measures for the year ahead based on the Outcomes set out in the Council Plan Connect 2022 to 2027. 4. Resource Outcomes 2024/2025 4.1. The Resource has established a number of outcomes to support the delivery of the Connect Outcomes in 2024/2025. These are detailed at Appendix 1. 8 45
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5. Quarter 2 Progress Report 2024/2025 5.1. Progress against all Resource Plan measures is contained in the Quarter 2 Progress Report 2024/2025, 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 set out in the table below. Status Measures Statistical Project Total % Blue 0 7 7 8% Green 18 49 67 73% Amber 1 0 1 1% Red 1 1 2 2% Report later/Contextual 12 3 15 16% Totals 32 60 92 100% (Data correct as at 21 October 2024) 5.3. Key achievements for 2024/2025, to date, are noted below: - 5.3.1. 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 14.45 days against a target of 28 days. The Council’s affordable housing supply programme continues to increase the supply of council homes across South Lanarkshire, with a focus on ensuring that the new homes provide for changing in peoples need over the course of time. Planning permission for 19 homes for social rent at Watson Street in Larkhall was approved by the Planning Committee on 27 August 2024. 46
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Connect Outcome: Children and Young People Resource Outcome Achievement Improve the health and wellbeing of children, young people and families Individual housing plans were developed for all young people leaving care. Connect Outcome: Housing and Land Resource Outcome Achievement Continue to deliver an affordable housing programme to meet needs Through its Affordable Housing Supply Programme, the council is on track to deliver a further 50 new Council homes at Brackenhill Farm, Hamilton during 2024/25. Planning and pre-development work is also underway to deliver over 250 new homes across eight sites in East Kilbride, Hamilton, Larkhall and Cambuslang throughout 2025/2026. In addition, progress has been made towards delivery for a further 150 homes during the year through the Market Purchase Scheme, aiming to meet immediate housing need in priority areas. Support people to access and sustain housing which meets their needs through our Integrated Housing Option Service 63.8% of lets were directed to urgent homeless (UH) households, ensuring those with the highest housing need are prioritised for housing. Ensure our repairs service continues to meet the needs of customers 99% of reactive repairs were completed right first time. Emergency repairs were, on average, completed in 3 hours 53 minutes against a target of 24 hours. 5.3.2. In addition to working towards these Outcomes, we recognise that the Council will continually aim to improve and ensure effective and efficient use of resources, and that business will be conducted with integrity and transparency and will operate to the highest standards. In order to monitor and report progress against these values, Resource outcomes have also been identified under the heading Delivering the Plan and achieving Best Value. Delivering the Plan and achieving Best Value Resource Outcome Achievement Delivering the plan and achieving best value Stage 1 complaints were fully responded to on an average of 5 working days, against a target timescale of 5 working days (SSHC). Stage 2 complaints were fully responded to on an average of 18 working days, against a target timescale of 20 working days (SSHC). 47
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Delivering the Plan and achieving Best Value Resource Outcome Achievement Against an extremely challenging set of socio-economic circumstances, positive performance, against previous year, was achieved in relation to:- • the percentage of rent collected increased from 99.5% quarter 4 2023/24 to 100.1% in quarter 2 2024/25. • the percentage of gross rent arrears (current and former) reduced over the same period from 8.00% quarter 4 to 7.26% in quarter 2. 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. 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) % of Housing Options interventions where homelessness prevented As at the end of quarter 2,356 (57.4%) homeless cases prevented against a target of 70%. The operating context in relation to the prevention of homelessness continues to be extremely challenging. The prevailing socio- economic conditions adversely impacted upon the ability to prevent homelessness during 2024/2025. This trend has been mirrored nationally. Continue to implement Rapid Rehousing Transition Plan 5th and final Rapid Rehousing Transition Plan (RRTP) annual review reported to committee, ongoing actions incorporated into new Homeless Strategic plan. Actions identified to address severe pressure on homelessness services are being monitored closely ,and impact will be reported to committee as part of annual review process. 5.5. Report later Measures in the quarterly progress reports which are not blue, red, amber or green can be assigned a status of ‘report later’ or ‘contextual’. A further analysis introduced to aid scrutiny of performance, is to follow up the measures in these categories from the Quarter 4 2023/2024 report. Of the 9 measures identified in these categories at Quarter 4 last year. The updated status and explanatory narrative relating to the remaining 9 ‘report later’ measures are detailed in Appendix 3. 48
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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 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 2024/2025. 9. Other Implications 9.1. A significant element of the delivery of the outcomes in the Community Plan 2022 to 2032 will come through the achievement of the actions contained within Connect. 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. Integrated Impact Assessment and Consultation Requirements 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) 6 November 2024 Link(s) to Council Values/Priorities/Outcomes • The Resource Plan has been structured upon the Vision, Values and Outcomes in the Council Plan Connect 2022 to 2027 Previous References • Housing and Technical Resources Quarter 2 Progress Report 2023-2024: Housing and Technical Resources Committee 27 February 2024 List of Background Papers • Council Plan Connect 2022-2027 – approved by the full Council on 15 June 2022 • Housing and Technical Resource Plan 2024-2025 – approved by Housing and Technical Resources Committee on 19 June 2024 49
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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 50
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Appendix 1 Housing and Technical Resource Outcomes 2024-25 Connect Outcomes Resource Outcomes Communities and Environment • Work with communities to create safe, strong sustainable places • Increased ownership of local assets Education and Learning • No Resource outcomes for this Connect outcome. Health and Wellbeing • Support people to live active and independent lives • Help people to continue to live within their homes and communities through integrated community health and social care services Children and Young People • Improve the health and wellbeing of children, young people and families Housing and Land • Support people to access and sustain housing which meets their needs through our Integrated Housing Options service • Provide a comprehensive range of services to help prevent and alleviate homelessness including the provision of suitable temporary and supported accommodation • Increased levels of affordable rented homes • Manage the council’s portfolio of properties and land • Ensure our repairs service continues to meet the needs of customers • More energy efficient council homes • Continue to engage and work with tenants and other customers to design our services • Provide high quality services to our tenants, including those who live in sheltered housing and residents at our Gypsy / Travellers sites • Improved outcomes for households experiencing homelessness, including access to settled accommodation • Work to bring empty homes back into use to help meet needs within South Lanarkshire • Continue to develop a range of properties to meet the council needs • Deliver a first-class repairs and maintenance service • Work with property owners and landlords to make sure our private housing is suitable for the needs of our residents Our Economy • Help create town centres that offer a social, cultural and economic heart to a community and contain shared built environment, heritage and spaces that, with the right conditions, provides inclusive and sustainable centres 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 51
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IMPROVe - SLC Performance Management System Report printed on 31 Oct 14:46 Quarter 2 : April 2024 - September 2024 South Lanarkshire Council Housing and Technical Resource Plan (This represents the cumulative position to September 2024) Performance Report 2024-25 Appendix 2 8 53
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IMPROVe - SLC Performance Management System Report printed on 31 Oct 14:46 Summary - number of measures green, amber and red under each Council Plan Outcome / Theme Council Outcome/ Theme Green Amber Red Report later / Contextual Total Communities and Environment 1 0 0 0 1 Education and Learning 0 0 0 0 0 Health and Wellbeing 2 0 0 1 3 Children and Young People 0 0 0 0 0 Housing and Land 9 1 1 8 19 Our Economy 0 0 0 0 0 Delivering the plan and achieving best value 6 0 0 3 9 Total 18 1 1 12 32 Page 1 54
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IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical Communities and Environment Work with communities to create safe, strong sustainable places Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- % of Anti-Social Behaviour cases resolved in the year (SSHC) (RP) Performance currently slightly below target but is anticipated to improve as the year progresses. Green 90.00% 89.40% 94.30% 96.80% 94.71% Health and Wellbeing Support people to live active and independent lives Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- No of households currently waiting for adaptations to their home Target achieved. Green 0 0 0 0 0 Average time (working days) to complete applications (SSHC) Target achieved. Green 28.00 days 14.45 days 23.49 days 21.72 days 21.94 days % of new build that are wheelchair accessible (RP) To be reported at year end. Report Later 10.0% ------ ------ ------ 19.2% 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 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- % of lets to Urgent housing (UH) need households (RP) Target achieved. Green 55.0% 63.8% 53.5% 58.1% 62.9% % of new tenancies sustained for more than a year for all lets (SSHC) (RP) Tenancy sustainment has remained strong within the quarter 2 and target achieved. Green 88.00% 93.60% 93.40% 92.00% 92.20% % of tenancy offers refused during the year (SSHC) (RP) Refusals are driven by the applicant and can vary significantly depending on size/availability/location of housing. Contextual ------ 23.8% 16.6% 23.4% 18.3% Average time taken to relet empty properties (SSHC) (RP) Target achieved, performance continues to be monitored and a number of improvement actions identified. Green 28.00 days 19.36 days 21.50 days 27.76 days 22.15 days Provide a comprehensive range of services to help prevent and alleviate homelessness including the provision of sustainable temporary and supported accommodation Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Average length of time in temporary accommodation (SG) (RP) Quarter 2 information not yet available, await Scottish Government publication of figures. Report Later ------ ------ 105 days 96 days 92 days Page 2 55
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IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - 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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical Housing and Land Provide a comprehensive range of services to help prevent and alleviate homelessness including the provision of sustainable temporary and supported accommodation Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- % of households provided with temporary accommodation (SG) (RP) Quarter 2 information not yet available, await Scottish Government publication of figures. Report Later ------ ------ 100.0% 100.0% 99.5% % of temporary accommodation on offers refused (SG) (RP) Quarter 2 information not yet available, await Scottish Government publication of figures. Report Later ------ ------ 7.42% 6.00% 7.80% Number of times we did not meet our obligation to provide suitable accommodation (SG) (RP) Quarter 2 information not yet available, await Scottish Government publication of figures. Report Later ------ ------ 0 0 3 Improved outcomes for households experiencing homelessness, including access to settled accommodation Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- % of homeless households advised of outcome of assessment within 28 days (SG) (RP) This is a key focus for the Resource and continues to be closely monitored by management. Green 95.0% 98.9% 99.6% 95.2% 96.5% % of Housing Options interventions where Homelessness prevented (RP) As at quarter 2, 356 (57.42%) homeless cases prevented. The operating context in relation to the prevention of homelessness remains extremely challenging. The prevailing socio-economic conditions continues to adversely impact upon the ability to prevent homelessness during 2024/25. This trend has been mirrored nationally. Red 70.0% 57.4% 73.5% 65.9% 60.8% Ensure our repairs service continues to meet the needs of customers Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- % of response repairs completed on time Target achieved. Green 90.0% 96.5% 99.1% 95.3% 97.0% Ave length of time to complete emergency repair - hours (SSHC) - YTD Target achieved. Green 24.00 hours 3.53 hours 4.24 hours 5.36 hours 6.55 hours Ave length of time to complete non emergency repair (SSHC) (LGBF) - YTD Target achieved. Green 28.00 days 15.43 days 11.76 days 11.63 days 14.53 days % of reactive repairs completed first time right (SSHC) Target achieved. Green 90.00% 99.00% 99.00% 99.60% 99.00% % of repairs appointments kept (SHN) Target achieved. Green 90.00% 90.00% 94.00% 94.00% 94.77% Page 3 56
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IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical Housing and Land Ensure our repairs service continues to meet the needs of customers Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- No of times we did not, meet our obligation to complete the annual gas safety check by annual anniversary date (SSHC) 5 services beyond target date, all now complete. Issues identified have now been resolved. Amber 0 5 1 20 82 Deliver a first-class repairs and maintenance service Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- % of tenant satisfaction with repairs or maintenance in year (SSHC) Quarter 2 information not yet available. Report Later ------ ------ 91.0% 89.0% 89.0% More energy efficient council homes Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- % of Council stock meeting the SHQS (SSHC) To be reported at year end. Report Later ------ ------ 72.3% 80.0% 83.6% % of council dwellings that are Energy Efficiency Standard for Social Housing 2 (EESSH2) The 2025 and 2032 EESSH Milestones have been suspended as the Scottish Government are reviewing the EESSH2 standards to strengthen and realign the standard with the target for net zero heat in houses from 2045. Report Later ------ ------ 98.64% ------ ------ Delivering the plan and achieving best value Delivering the plan and achieving best value Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- % of Stage 1 complaints responded to in full (SSHC) 68 out of 76 stage 1 complaints responded to in full. Complaints continue to be a focus for management and are routinely monitored. Contextual ------ 89.00% 91.00% 95.00% 97.00% Average time in working days for a full response at Stage 1 (SSHC) Target achieved. Green 5 5 5 5 5 % of Stage 2 complaints responded to in full (SSHC) 13 out of 14 stage 2 complaints responded to in full. Complaints continue to be a focus for management and are routinely monitored. Contextual ------ 93.00% 100.00% 88.00% 96.00% Average time in working days for a full response at Stage 2 (SSHC) Target achieved. Green 20 18 15 15 17 Page 4 57
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IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Housing and Technical Delivering the plan and achieving best value Delivering the plan and achieving best value Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Rent collected as a % of rent due in the year (SSHC) (RP) Target achieved. Green 99.4% 100.9% 98.3% 99.1% 99.5% Gross rent arrears (current and former tenants) as a % of rent due for the year (LGBF) (SSHC) (RP) Target achieved. Green 8.69% 7.26% 8.91% 8.66% 8.00% % 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 0.50% 0.45% 0.60% 0.62% 0.51% % of total void rent loss (SSHC) Rent lost is currently below target. Performance continues to be routinely monitored with a number of improvement actions identified. Green 1.50% 1.44% 1.53% 1.41% 1.70% Factoring collection rate Quarter 2 information not yet available. Report Later ------ ------ 73.00% 72.20% 70.90% Page 5 58
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Summary - number of measures complete, green, amber and red under each Council Plan Outcome / Theme Council Outcome/ Theme Complete Green Amber Red Report later Total Communities and Environment 0 5 0 0 1 6 Education and Learning 0 0 0 0 0 0 Health and Wellbeing 0 2 0 0 1 3 Children and Young People 0 6 0 0 1 7 Housing and Land 7 33 0 1 0 41 Our Economy 0 1 0 0 0 1 Delivering the plan and achieving best value 0 2 0 0 0 2 Total 7 49 0 1 3 60 Page 6 59
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IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical Communities and Environment Work with communities to create safe, strong sustainable places Action Measures Comments/ Progress Status Community Safety priorities are achieved Continue to support the Safer South Lanarkshire Board and work with partners to contribute to tackling identified community safety issues A revised quarterly schedule of meetings meetings for the Safer South Lanarkshire Board is now in place, aligning more closely with the Police Scotland reporting schedule and allow timely scrutiny of performance. Work remains ongoing to complete the final evaluations of projects previously funded from the Community Safety Budget, and will be reported in 2025. Green Contribute to the Environmental Task Force to address graffiti, vandalism and fly tipping (RP) Action plan developed in conjunction with Litter Strategy Group - with all actions either complete or progressing in line with target timescales. Green Page 7 60
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IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - 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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical Communities and Environment Work with communities to create safe, strong sustainable places Action Measures Comments/ Progress Status Work with community safety partners to implement the Anti-Social Behaviour Strategy 2024-29, following approval from Executive Committee in March 2024 The implementation of the ASB strategy is overseen by the Anti-social Behaviour Implementation Group which meets quarterly and whose membership includes all partners who are responsible for delivery. Progress throughout the year so far includes: 5 licensed premises in South Lanarkshire participating in the "Best Bar None" scheme, a national accreditation and award scheme that offers support and advice to improve safety for staff and customers, as well as adopting high management standards. The, 'It'll Cost You' campaign was delivered during July and August 2024 to tackle underage drinking and youth disorder. As part of the campaign 36 premises in South Lanarkshire were visited and articles were published in local newspapers. Police Scotland has delivered drug education workshops in 5 South Lanarkshire high schools. Green Review of rural action plans to improve sustainability New schedule and approach in place by March 2025, incorporating proposals for investment (additional housing and current stock), housing management approaches / initiatives and community engagement A survey has been developed and will be published October 2024 for tenants in the rural villages of Rigside/Douglas Water, Glespin, Douglas and Forth to better understand their experiences of their home and local community. The findings of the survey due January 2025 will be used to inform wider community engagement and housing management. Green Page 8 61
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IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - 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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical Communities and Environment Increased ownership of local assets Action Measures Comments/ Progress Status Support sustainable community asset transfer Continue to promote the community asset transfer process and support communities to develop sustained applications target 3 (CAT) CAT Officer continues to promote and supports group to progress CATS. Following assessment proposals are appropriately progressed. Green Develop process for assessing and approving proposed community use of vacant Housing Revenue Account land. To be reported at year end. Report Later 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 In line with Homelessness related Directions within the Strategic Commissioning Plan 2022-25 pilot routine enquiry within identified front line homelessness services and develop plan to support full roll out across health and care services (RP) A Health and Homeless Group has been re-established who will now take lead/ responsibility for delivery of directions. Report Later Commissioning Plan Deliver progressive housing approach across identified new housing developments Planning permission for 19 homes for social rent at Watson Street in Larkhall was approved by the Planning Committee on 27th August 2024. The site was jointly developed through consultation with the local housing and health teams in line with Progressive Housing principles and will include 11 specialist properties to aid independent living for those with particular care needs. Green Work with Health and Social Care Partnership to develop Strategic Commission Pan 2025-28 Regular meetings remain in place between HTR and HSCP to ensure appropriate input to the Strategic Commissioning Plan. HSCP to deliver presentation to LHS Steering Group. Green Page 9 62
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IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - 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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - 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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical Children and Young People Improve the health and wellbeing of children, young people and families Action Measures Comments/ Progress Status Contribute to effective joint working to protect and promote the wellbeing of children, young people and adults Ensure referrals are made to appropriate statutory agencies for children and vulnerable adults in 100% of cases that are identified as at risk of harm (RP) Referrals made to Social Work Resources in all cases relating to children and vulnerable adults, where it has been identified that there is a risk of harm. Annual briefing on roles/responsibilities of staff within HTR to take place in November 2024. Green Reducing the housing costs for families including energy costs during 2024/25 - a key action as detailed in the Local Child Poverty Action Report (RP) To be reported at year end. Report Later Investment to increase new affordable housing supply during 2024/25 - A key action as detailed in the Local Child Poverty Action Report (RP) The council and its partners continue to make good progress by increasing the number of new homes for social rent across South Lanarkshire. 33 new build council properties have been completed during this period and an additional 44 homes secured through the council’s Market Purchase Scheme. Green Preventing and reducing homelessness for households, including families with children and young people during 2024/25 - a key action as detailed in the Local Child Poverty Action Report (RP) To contribute to efforts to reduce child poverty, at Q2 YTD: 268 properties have been allocated to families with children on the urgent homeless list 4 properties have been allocated to 16-17 year olds 132 properties have been allocated to young people aged 18-25 Green Continue to deliver the SHORE standards (Sustainable Housing on Release for Everyone) standards, by providing appropriate support to 80% of individuals leaving prison with identified housing need (RP) 95% of liberations received support for their housing need. There were 126 liberations in quarter 2 and 120 received an appointment. Green Page 10 63
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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical Children and Young People Improve the health and wellbeing of children, young people and families Action Measures Comments/ Progress Status 100% of young people moving on from care are offered housing options appointment, and of those requiring Housing Service assistance, 100% supported to move onto suitable and sustainable housing via a personal housing pathway plan (RP) In quarter 2, individual housing plans were developed for all young people leaving care. Green Work with property owners and landlords to make sure our private housing is suitable for the needs of our residents Action Measures Comments/ Progress Status Review Scheme of Assistance Policy Review of Scheme of Assistance completed by March 2025 (RP) Preparatory work under way for review with formal consultation to commence in quarter 3. 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 (RP) Personal contact made with all SLC tenants who make a claim for Universal Credit, offering person centred advice and support. This includes referrals/signposting to other Council services and external agencies. Green Provide a programme of support to our customers including - Tenancy Sustainment Fund to support tenant experiencing financial difficulties sustain their tenancy (RP) Officers continue to signpost tenants to all sources of financial advice and support, including making best use of the Tenancy Sustainment Fund to assist tenants in arrears to sustain their tenancies and prevent homelessness. Green As part of rent setting process complete analysis of the affordability of our rents by December 2024 (RP) As part of the preparations for the annual consultation on rent levels for 2025-26, analysis of rent affordability will be carried out to identify the impact of the proposed rent increase. Green Page 11 64
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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical Housing and Land Support people to access and sustain housing which meets their needs through our Integrated Housing Option Service Action Measures Comments/ Progress Status Consult with tenants regarding proposed rent levels by December 2024 Discussions have taken place with tenant representatives to agree the programme for consultation on the rent levels for 2025/26. The agreed consultation programme will be implemented between October and December 2024. Green Development and implement Local Housing Strategy for 2022-2027 First annual review scheduled for submission to Executive Committee in June 2024 (RP) First annual review of LHS 2022-27 was approved by the Executive Committee on 26th June 2024. Complete 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 (RP) The council and its partners continue to make good progress by increasing the number of new homes for social rent across South Lanarkshire. 33 new build council properties have been completed during this period and an additional 44 homes secured through the council’s Market Purchase Scheme. Green Manage the council's portfolio of properties and land Action Measures Comments/ Progress Status Project Management of General Services The General Services Programme spend will be achieved for the financial year Spend to quarter 2 £13.423m. Revised 2024/25 Budget £87.007m. Green Projects Our Lady of Lourdes Primary School, East Kilbride – Refurbishment and Extension First Steps Nursery, Hamilton – Extension Complete Complete Page 12 65
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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical Housing and Land Manage the council's portfolio of properties and land Action Measures Comments/ Progress Status PPP High School Expansion Programme – Holy Cross HS, Hamilton Calderside Academy, Blantyre Uddingston Grammar, Uddingston St Andrew’s and St Bride’s HS, East Kilbride Revised due to budget pressures, programme revised. Green Review of operational assets and reduction in the number of properties Continue to engage with all Council Resources and public sector partners during 2024/25 to ensure continued progress towards establishing a core estate through property rationalisation and investment HubSW and external consultants appointed to assist in development of Estates Strategy. Assessment criteria agreed and first stage of review of assets due to complete by December 2024. Green Review of office accommodation in light of changing working patterns Develop and implement a new 5 year office strategy and action plan East Kilbride Masterplan and proposed marketing of the Civic Centre will inform the future office strategy for East Kilbride. Ongoing discussions with community partners to progress co-location within existing office accommodation and review being undertaken by Personnel regarding future requirements for office accommodation. Green Condition is assessed as the percentage of floor space of operational buildings which are in satisfactory condition Condition information received from Single Survey Programme and Condition Core Fact and LGBF Indicator updated. Figures to be reported via annual update of current 5 year Asset Management Plan. Green Suitability is assessed as the percentage of operational buildings which are considered to be suitable for service delivery Annual Suitability reviews received from Client Resources and Suitability Core Fact and LGBF Indicator updated. Figures to be reported to HTR Committee via annual update of current 5 year Asset Management Plan in November 2024. Green Progress towards decarbonisation on the non housing estate The council will develop a programme for reducing emissions within its non-domestic building stock, aiming for heat to be delivered by zero carbon technology by the 2038 backstop Findings from the Net Zero studies were summarised and reported to the Corporate Management Team and the Climate Change and Sustainability Committee. As a result a Property Review to evaluate the corporate footprint has been commissioned to align with Net Zero targets . This review is essential to ensure what limited resource is currently available is deployed effectively for the future. Green Page 13 66
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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical Housing and Land Manage the council's portfolio of properties and land Action Measures Comments/ Progress Status Complete feasibility studies to identify and cost the energy measures and heating system replacement works that will be required to decarbonise heat by 2038 across the council's wet leisure and primary school estate Report was submitted to the Climate Change and Sustainability Committee on 15 May 2024 with improvement actions being progressed during 2024/25. Complete Achieve energy efficiency and carbon emission reductions through delivery of the Central Energy Efficiency Fund (CEEF) programme Of the 8 projects approved at Executive Committee, 3 are complete, 1 is currently on site and 3 have still to be programmed. The remaining project has been cancelled as the council failed to secure the necessary external funding. Green More energy efficient council homes Action Measures Comments/ Progress Status Improve energy efficiency stock to help address fuel poverty Deliver Housing Investment Programmes to improve the energy efficiency of existing council homes to reduce household bills and contribute towards relevant net zero targets £33.506m of refurbishment works approved for 2024/25 of which £6.5m is targeted towards energy efficiency works. Green South Lanarkshire Local Heat and Energy Efficiency Strategy (LHEES) to Executive Committee in June 2024 for approval The South Lanarkshire LHEES was approved by Executive Committee on 26 June 2024. The approved strategy and associated delivery plan was published onto the council's website following this.. Complete To contribute to national fuel poverty targets, the council will undertake a review to identify the proportion of households within its housing stock that are in, or are susceptible to being in, fuel poverty Through the council's new LHEES, progress continues to be made in identifying priority areas for those in fuel poverty to allow targeted investment to improve property condition and reduce risk of fuel poverty for tenants. Green Develop feasibility studies for proposed district heating systems at the multi storey blocks in East Kilbride and Hamilton Feasibility studies have been completed for both. Scottish Government Heat Network Support Unit have now withdrawn the previously approved application for £75,000 to match fund the Business Case for the Hamilton District Heat Network due to a material change in circumstance. An application has been submitted to Scotland's Heat Network Fund for the Calderwood multi storey blocks for £5.5m. Complete Page 14 67
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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical Housing and Land More energy efficient council homes Action Measures Comments/ Progress Status Improve homes and the housing environment for residents by continuing to invest in fabric upgrade Capital investment in the existing housing stock is £33.506m for 2024/25 of which £12.8m relates to external fabric repairs. Green Continue to engage and work with tenants and other customers to design our services Action Measures Comments/ Progress Status Ensure effective involvement with tenants Annual Scrutiny Programme 2024 developed June 2024 and implemented by March 2025 (RP) Annual scrutiny programme for 2024/25 has been developed in collaboration with the Tenant Participation Co-ordination Group. Green and other customer groups as well as understanding our customer satisfaction levels of key service areas Customer Engagement Programme agreed with tenant representatives by June 2024 (RP) The annual programme of customer engagement was agreed with the TPCG on 15th August 2024. The programme contains continued oversight of the implementation of the Customer Involvement Strategy, as well as the implementation of the Local Housing Strategy, Anti-social Behaviour Strategy and the HOME + programme. Complete Customer satisfaction programme developed and approved by July 2024 (SSHC) (RP) The 2024/25 customer satisfaction survey programme was approved on 11 July 2024. Green Results are reviewed quarterly, and any improvement activities are identified and incorporated into services and resource planning cycles (RP) For areas progressed in 2024/25, all survey results will be analysed and if required, improvement actions identified and progressed. Green Develop and implement Customer Involvement Strategy Work with partners to implement actions from the reviewed Customer Involvement Strategy 2024-29, following approval from Housing and Technical Resources Committee in February 2024. First review to HTR Committee March 2025. Customer Involvement Strategy approved February 2024. Work in progress to implement strategy and on target for first review March 2025. Green Page 15 68
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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical Housing and Land Continue to engage and work with tenants and other customers to design our services Action Measures Comments/ Progress Status Initial focus on reviewing structures for engagement at central and locality level Work is underway to review the range of opportunities for customer engagement delivered locally, considering the type and frequency of engagement as well as attendance. The findings of the review will be analysed alongside the feedback from the customer engagement survey to develop revised engagement structures. Green Ensure customer involvement in identifying local priorities to be progressed through Participatory Budgeting. - a key action as detailed in the Customer Involvement Strategy The HTR contribution to the council's Participatory Budgeting Programme has been expanded for 2024/25 with the nominated budgets covering: Housing Investment Programme (Environmental) £1 million Housing Investment Programme (Kitchen Programme) £5 million Housing Investment Programme (Doors and Windows) £5 million Customer Engagement Budget £70k Estate Improvement Budget £40k Quarterly reports will be submitted to CMT and annual report to the 4 Area Committees to measure progress on participatory budgeting. Green Page 16 69
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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical Housing and Land Provide high quality services to our service to our tenants, including those who live in sheltered housing and residents at our Gypsy/Travellers sites Action Measures Comments/ Progress Status 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 2024/25 with findings of completed checks reported on a quarterly basis (RP) On track for full assessment by year end, Quality Assurance to date demonstrates high levels of compliance. Green Work with Gypsy/Traveller Continue to deliver co-produced Site Masterplans at both sites, reflecting council and resident priorities (RP) Site masterplans for both sites continue to be discussed and updated with residents. Green residents to develop and implement a programme of site improvement Work in 2024/25 will continue with key projects including new pitches, play parks and upgrade of amenity units (RP) Investment projects at South Lanarkshire's two Gypsy/Traveller sites continue throughout 2024/25. This includes the deign and delivery of a new play area at Springbank Park and extended amenity units at Shawlands Crescent. Green Improve outcomes for households experiencing homelessness, including access to settled accommodation Action Measures Comments/ Progress Status Improve access to settled accommodation for homeless households and other priority groups such as care experienced young Continue to implement Rapid Rehousing Transition Plan (RP) 5th and final RRTP annual review reported to committee, ongoing actions incorporated into new Homeless Strategic plan. Actions identified to address severe pressure on homelessness services are being monitored closely ,and impact will be reported to committee as part of annual review process. Red people and people Annual review to HTR Committee September 2024 Annual review complete. Complete fleeing domestic abuse and veterans Implement revised service provisions set out in report to Housing and Technical Resources Committee on 7 February 2024 to help mitigate severe pressure on homelessness services. This will include exploring options to further increase the supply of temporary accommodation Early indications of positive impact including 10% reduction in homeless presentations year to date, plans in progress to increase temporary accommodation. Green Page 17 70
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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical Housing and Land Improve outcomes for households experiencing homelessness, including access to settled accommodation Action Measures Comments/ Progress Status Opportunities to improve access to housing for veterans and members of the armed forces community will be considered alongside the Lanarkshire Armed Forces Community and Veteran Covenant Group. Housing and Technical Resources continue to support the South Lanarkshire Council Armed Forces Community Covenant Strategy and associated housing actions to ensure the provision of fair access to services. Green Work in partnership with the Health and Social Care Partnership to deliver the joint Throughcare protocol which was launched in December 2023 to provide delivery positive housing outcomes for younger people. The joint protocol has now been in place for 10 months and is working well with positive outcomes. Meeting housing need through continued development of Person-Centred Pathway Planning. All CEYP receive Person-Centred Pathway Planning to engage with Housing throughout their journey to permanent rehousing. Green Work to bring empty homes back into use to help meet needs within South Lanarkshire Action Measures Comments/ Progress Status Physical regeneration work in priority areas Work with partners to bring 15 Long Term empty homes into use by March 2025 (RP) 10 empty homes have been brought back during the reporting period. Green Continue to develop a range of properties to meet the council needs Action Measures Comments/ Progress Status Increase supply of housing suitable for Continue to adapt suitable homes, as identified at the void stage, will be converted to Amenity standard (RP) All relevant properties continue to be adapted. Green older people Total new amenity homes delivered through Affordable Housing Supply Programme and reported to HTR Committee through the SHIP (RP) A total of 3 amenity homes have been delivered during 2024/25. Green Page 18 71
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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical Housing and Land Continue to develop a range of properties to meet the council needs Action Measures Comments/ Progress Status Complete the review of void processes and implement recommendations Decrease the length of time properties are void Significant improvements in void turn around timescales have been achieved due to the implementation of the recommendations within the improvement plan. Green Continue to develop a range of properties to meet the council needs Action Measures Comments/ Progress Status Review of Repairs Policy Review of Repairs Policy completed and reported to HTR Committee by March 2025 Review remains on target for a completion date of February 2025 for presenting at HTR committee. Final amendments have been completed. Green Our Economy Help create town centres that offer a social, cultural and economic heat to a community and contain shared built environment, heritage and spacesthat, with the right conditions, provides inclusive and sustainable centres Action Measures Comments/ Progress Status Ensure effective development of opportunities Support the developemnt of opportunities to re-envision and redevelop town centres Housing and Technical Resources continue to contribute to efforts to redevelop South Lanarkshire’s town centres. This includes the masterplan proposals for East Kilbride and Hamilton, ensuring the appropriate mix of affordable homes are included that will help meet housing need and demand for each area. Sites will be reflected in the SHIP 2025-30 to ensure funding is available through the AHSP to deliver units. Green Page 19 72
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Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical IMPROVe - SLC Performance Management System Report printed on Thursday 31 October 2024 Resource Plan actions and measures South Lanarkshire Council - Housing and Technical Delivering the plan and achieving best value The Council demonstrates high standards of governance and sound financial Action Measures Comments/ Progress Status Ensure effective management of all Resource budgets and Business Plans Overall budgetary targets achieved by March 2025 We anticipate that overall budgetary targets will be achieved by the end of the financial year. Green Digital and ICT Services meet the needs of the council and its customer Action Measures Comments/ Progress Status Progress the council's Digital Strategy within the Resource Progress the implementation of a new Integrated Housing and Property management system, including sourcing a new supplier and contract negotiations (RP) Project plan has been re-aligned to reflect ongoing developments within Phase 1 Implementation. Ongoing monitoring against the plan continues at the highest level. Compensation with previous supplier (as a result of the failure of the previous IT system implementation programme), has now been received. Green Page 20 73
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Appendix 3 Housing and Technical Resource Plan 2023-24 Quarter 4 Progress - ‘Report later’ measures – update of status/comments Measure Comments at Quarter 4 2023-24 Updated Q4 status Updated comments Average length of time in temporary accommodation (SG) Quarter 4 information not yet available, await Scottish Government publication of figures. Green Target achieved. 92 days YTD against target of 120 days. % of households provided with temporary accommodation (SG) Quarter 4 information not yet available, await Scottish Government publication of figures. Amber 99.5% YTD against target of 100%. % of temporary accommodation on offers refused (SG) Quarter 4 information not yet available, await Scottish Government publication of figures. Amber Performance above target, 739 offers made with 58 refused (7.8%) against target of 6%, linked to significant increase in demand for temporary accommodation therefore increased offers of accommodation and impacting mostly on offers of emergency First Stop Accommodation as opposed to more planned offers of properties in the community. Number of times we did not meet our obligation to provide suitable accommodation (SG) Quarter 4 information not yet available, await Scottish Government publication of figures. Red 3 times we did not meet our obligation to provide suitable accommodation against target of 0. % of council dwellings that are Energy Efficiency Standard for Social Housing 2 (EESSH2) The 2025 and 2032 EESSH Milestones have been suspended as the Scottish Government are reviewing the EESSH2 standards to strengthen and realign the standard with the target for net zero heat in houses from 2045. Report Later The 2025 and 2032 EESSH Milestones have been suspended as the Scottish Government are reviewing the EESSH2 standards to strengthen and realign the standard with the target for net zero heat in houses from 2045. Factoring collection rate Quarter 4 information will not be available until May 2024. Amber 70.9% YTD against target of 75%, target was not achieved. Slight reduction in performance year,70.9% compared to 72.2% in previous year. Level of billing issued in Quarter 4 adversely impacted upon performance at year end. 8 75
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Measure Comments at Quarter 4 2023-24 Updated Q4 status Updated comments The General Services Programme spend will be achieved for the financial year Quarter 4 information not available until end May 2024 Green Spend to quarter 4 £69.631m. Revised 2023/24 Budget £78.365m. This is in line with previously reported outturn explanations. Condition is assessed as the percentage of floor space of operational buildings which are in satisfactory condition Condition information will be available in Quarter 1 Green Condition information received from Single Survey Programme and Condition Core Fact and LGBF Indicator updated. Figures to be reported via annual update of current 5 year Asset Management Plan. Suitability is assessed as the percentage of operational buildings which are considered to be suitable for service delivery Suitability information will be available in Quarter 1 Green Annual Suitability reviews received from Client Resources and Suitability Core Fact and LGBF Indicator updated. Figures to be reported via annual update of current 5 year Asset Management Plan. 76
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 27 November 2024 Report by: Executive Director (Housing and Technical Resources) Subject: Policy and Strategy Review Schedule 1. Purpose of Report 1.1. The purpose of the report is to:- seek approval for the Policy and Strategy Review Schedule for Housing and Technical Resources [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the Policy and Strategy Review Schedule, attached at Appendix 1, be approved; and (2) that the outcome of policy and strategy reviews be reported to future Committees, in line with the schedule. [1recs] 3. Background 3.1. To support ongoing and systematic service improvement processes, a formal Policy and Strategy Review Schedule was established in 2011. The Schedule is reviewed on an annual basis and reported to Housing and Technical Resources Committee. The last updated Policy and Strategy Review schedule was presented to Committee on 8 November 2023. 3.2. The Policy and Strategy Review Schedule assists annual service planning by providing a clear timeframe for the formal review of all key housing policies and strategies. The Review Schedule also informs the development of the annual work plan for customer involvement. This provides a basis for the Council to ensure that its statutory obligations in relation to engagement, participation and consultation takes place with service users to help inform and influence housing policy and service delivery. 3.3. This report seeks approval for an updated policy and strategy review schedule. The updated schedule reflects changes in the local and national policy context including legislative and regulatory changes. 4. Outline of the Policy and Strategy Review Schedule 4.1. The Policy and Strategy Review Schedule, attached as Appendix 1, sets out:- details of housing policies and strategies the frequency of reviews when the reviews are next scheduled to take place 9 77
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4.2. As part of the policy and strategy review process, associated procedures, protocols, and joint working arrangements which support the delivery of services are also considered and reviewed as appropriate. This ensures that scope for service improvements is also considered as part of the review process. 4.3. The scope of the policy/strategy areas covered by the Schedule is consistent with the key service areas identified by the Scottish Housing Regulator’s regulatory framework. In summary these are:- allocation of housing rent management tenancy and estate management services repairs, maintenance, and improvement services provided at council managed Gypsy/Traveller sites tenant participation homelessness 4.4. In addition to the areas noted at 4.3, the Schedule also incorporates key housing and corporate strategies which the Resource has lead responsibility for within the Council. 5. Next Steps 5.1. The Schedule will inform the next round of Resource and Service Plans for 2025/2026 and will be used to establish a joint programme for customer engagement and scrutiny, which is a key objective within the Customer Involvement Strategy. 5.2. The proposed frequency of review is considered appropriate to the individual policy or strategy area. In some circumstances, linked to legislative or regulatory changes, there may be a requirement for a policy or strategy to be revised within a scheduled period. An updated Schedule will be presented to Housing and Technical Resources Committee on an annual basis which will advise of progress and any amendments to the schedule. 5.3. Housing and Technical Resources Committee will continue to be updated fully and separately in relation to the development of the specific policies and strategies contained within the schedule. 6. Employee Implications 6.1. There are no employee implications associated with this report. 7. Financial Implications 7.1. There are no financial implications associated with this report. 8. Climate Change, Sustainability and Environmental Implications 8.1. This report does not introduce a new policy, function or strategy which impacts on the natural environment, climate change or sustainability. 9. Other Implications 9.1. The content of this report will contribute to the evidence to support the requirements of the Annual Assurance Statement to the Scottish Housing Regulator. 78
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10. Integrated 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 integrated impact assessment is required. 10.2. On an ongoing basis, discussions take place with customer representatives on the future programme for customer engagement. These discussions are reflected in the proposed schedule. The schedule provides a basis for discussion with customers and other service users to facilitate planning for future service delivery. Stephen Gibson Executive Director (Housing and Technical Resources) 8 October 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Ambitious, self-aware and improving We will work to put people first and reduce inequality We will work to recover, progress and improve Good quality, suitable and sustainable places to live Caring, connected, sustainable communities Previous References Policy and Strategy Review Schedule, Housing and Technical Resources Committee, 8 November 2023 List of Background Papers None Contact for Further Information If you require further information, please contact:- Cameron Mitchell, Strategy and Support Manager Tel: 01698 454862 Email: Cameron.mitchell@southlanarkshire.gov.uk 79
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Appendix 1: Policy and Strategy Review Schedule Strategy and Policy Review frequency Date of next review 1. Homelessness Action Plan (replacing the Rapid Rehousing Transition Plan) Annually 2025/2026 2. Strategic Housing Investment Plan (SHIP) Annually 2025/2026 3. Housing Allocation Policy 5 yearly 2025/2026 4. Gypsy/Travellers Pitch Allocation Policy 5 yearly 2025/2026 5. Rent Management Policy 5 yearly 2026/2027 6. Tenancy and Estate Management Policy 5 yearly 2026/2027 7. Anti-social Behaviour Policy 5 yearly 2027/2028 8. Local Housing Strategy 5 yearly 2027/2028 9. Customer Involvement Strategy 5 yearly 2028/2029 11. Anti-social Behaviour Strategy 5 yearly 2028/2029 11. Repairs Policy 5 yearly 2029/2030 12. Home Improve/Scheme of Assistance 5 yearly 2029/2030 13. Local Heat and Energy Efficiency Strategy (LHEES) 5 yearly 2029/2030 80
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 27 November 2024 Report by: Executive Director (Housing and Technical Resources) Subject: South Lanarkshire Council’s Strategic Housing Investment Plan 2025 to 2030 1. Purpose of Report 1.1. The purpose of the report is to:- seek approval for South Lanarkshire Council’s Strategic Housing Investment Plan 2025 to 2030 provide an update on additional considerations given as part of the development of South Lanarkshire Council’s Strategic Housing Investment Plan 2025 to 2030 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that South Lanarkshire Council’s Strategic Housing Investment Plan 2025 to 2030, as detailed in Appendix 1, be approved for publication and submission to the Scottish Government; and (2) that the key considerations made as part of the development of South Lanarkshire Council’s Strategic Housing Investment Plan 2025 to 2030, be noted. 3. Background 3.1. The Strategic Housing Investment Plan (SHIP) is a rolling 5-year plan. Its purpose is to set out affordable housing development priorities within a local authority area, to guide the way in which Scottish Government funding and other resources are allocated to achieve current South Lanarkshire Local Housing Strategy 2022 to 2027 (LHS) outcomes. 3.2. Local authorities are required to update the SHIP on an annual basis with sites added, removed, or revised as appropriate. The most recent SHIP, which covers the period from 2024 to 2029, was approved by the Housing and Technical Resources Committee on 8 November 2023. 3.3. The LHS 2022 to 2027 was approved at Executive Committee on 30 November 2022 and highlights a commitment by the Council and its partners to actively seek opportunities to develop housing across South Lanarkshire to both meet housing need and support their social and economic regeneration. 3.4. On 30 November 2022, Executive Committee also approved a new affordable housing supply target for the Council, aiming to deliver an additional 1,300 additional homes by 31 March 2027. This aims to be achieved through a combination of new council homes and the acquisition of existing homes from the market, with the new sites set out within the SHIP. 10 81
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3.5. The latest SHIP has been prepared during a period of significant change and uncertainty around national affordable housing supply budgets and grant made available to local authorities to increase affordable housing supply. This included a reduction in the grant available for the South Lanarkshire area in 2024/2025 and the removal of previously agreed levels for future years. The cumulative impact of these changes mean that the council is no longer on track to meet the 1,300-unit target, although efforts continue to be made to increase the provision of council homes across all areas of South Lanarkshire. 4. Development of the SHIP 2025 to 2030 4.1. The SHIP 2025 to 2030, has been developed in the context of:- advice received from the Scottish Government on the Resource Planning Assumptions to be assumed during the term of the SHIP, more details of which have been noted in section 6.2.4 below continued alignment with the South Lanarkshire Health and Social Care Partnership to ensure appropriate current and future housing provision for those with particular needs through the Progressive Housing Framework noted at section 6.3 below maximising opportunities to bring forward town centre, existing Council or privately owned sites to increase the options available for new affordable housing supply alignment with relevant aspects of the new National Planning Framework 4 (NPF4) to ensure new housing developments contribute to and enhance existing neighbourhoods 4.2. Continuing engagement has taken place with developing Registered Social Landlord (RSL) partners to reflect their intentions to progress with the development of new affordable housing over the period of the plan. 4.3. Along with consultation with internal partners, an awareness session was held with elected members on 23 August 2024 at which the draft SHIP was presented allowing discussion to take place. Positive feedback was received on the proposed plan and discussions took place to inform elected members of the processes behind development of sites and their alignment with other Council priorities such as sustainable public transport services, effective asset management and Community Wealth Building. 4.4. Engagement has also taken place with the Tenant Participation Co-ordination Group (TPCG), with a presentation delivered on 26 September 2024 which provided the Group with an overview of the SHIP and distribution of sites across the housing divisions, ensuring tenant priorities continue to be considered in the delivery of new homes. 4.5. The Council submitted the draft version of the SHIP to the Scottish Government on 25 October 2024. The submission highlighted that the document was in draft form and subject to Housing and Technical Resources Committee approval. Once approved by Committee, the document will be published on the Council’s website. 5. Draft SHIP 2025 to 2030 5.1. The draft SHIP and associated table of priority sites is provided in Appendix 1. The document has been updated in line with national guidance and provides a detailed context and rationale for the priorities which could be delivered over the 5-year period to March 2030. 82
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5.2. Table 1, annexed to the SHIP, sets out priorities for grant funding to be delivered over the rolling 5-year period and includes projects with a total potential capacity for delivering up to 1,995 affordable homes in South Lanarkshire over the 5-year period to March 2030. This includes 1,665 new build homes to be delivered by the Council and RSLs, alongside 330 properties to be purchased by the Council through its Market Purchase Scheme. 5.3. The actual new build output will be subject to a detailed development assessment of the viability of each site as well as the level of grant funding which will be available for each project over the period to March 2030. 5.4. Table A below illustrates the anticipated distribution of new build completions across the 4 housing market areas in South Lanarkshire over the 5-year period, alongside the percentage increase of each compared within existing housing for social rent in that area. Clydesdale East Kilbride Hamilton Rutherglen/ Cambuslang Market Purchases South Lanarkshire Proposed new build units within SHIP 164 614 541 346 330 1,995 % of total SHIP 8% 30% 27% 17% 17% 100% Total units of existing social housing in area 6,551 7,120 12,566 7,218 33,455 % increase against existing social housing stock in area 2.5% 8.6% 4.3% 4.8% 5.9% 5.5. The SHIP tables reflect development progress and comprise a combination of projects rolled forward from the previous SHIP and new sites consistent with LHS strategic priorities. For those sites carried forward, each have been re-evaluated against these priorities and to ensure that development remains viable. 6. Key Considerations within the SHIP 2025 to 2030 6.1. As detailed at 4.1, a range of other considerations were made as part of the development of this year’s SHIP, including: 6.2. Resource Planning Assumptions 6.2.1. The SHIP is used by the Scottish Government to direct the allocation of resources from a national to a local level through annual local programme agreements, Strategic Local Programme Agreements (SLPA), which detail the sites to be progressed, and the indicative funding required. To support delivery of the affordable housing supply programme the Scottish Government is required to identify the total annual funding (the Resource Planning Assumptions- RPA) that will be available to councils and RSL’s within each local authority area. 6.2.2 Advice received from the Scottish Government suggests the level of the Resource Planning Assumptions for 2024/2025 should be assumed to be available in each of the years covered by the SHIP. This is intended to ensure that there is sufficient scope to bring forward new projects if funding is available within future years budgets. The assumptions and forecasts set out in the SHIP are, therefore, based on the information 83
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available at the time of preparation and will be subject to refinement as part of the annual review of the SHIP and preparation of the SLPA as individual projects are developed. In accordance with the guidance, this annual agreement will continue to be reviewed and refreshed annually in consultation with the Scottish Government and RSL partners. 6.2.3 The RPA for 2024/2025 was set at £22.834m (May 2024) and SHIP guidance allows for a slippage factor of 25% to be applied for the duration of the SHIP, although this is not a commitment or confirmation that this level will be made available. The SHIP for 2025 to 2030 has therefore been based on the following assumptions: Financial Year Scottish Government RPA (£0.0M) SHIP Planning Assumptions RPA* (£0.0M) 2025/26 £22.834 £28.542 2026/27 £22.834 £28.542 2027/28 £22.834 £28.542 2028/29 £22.834 £28.542 2029/30 £22.834 £28.542 Total £114.17 £142.712 *including slippage factor of 25% 6.2.4 It is important to note that the assumptions provided at 6.2.3 are not confirmed funding levels for future years. These are yet to be provided to the council and once received will inform actual delivery programme for it and RSL partners. As referenced at 3.5, significant uncertainty remains around actual grant levels for future years which will impact the council’s programme and its ability to achieve its current target. The council will continue to monitor Scottish Government and UK Government announcements regarding budgets for affordable housing from 2025/2026 and flex the programme accordingly. 6.3. Progressive Housing 6.3.1 In recognition of the changing needs of tenants and other customers, alongside the transition of existing care and support models, South Lanarkshire Council established a new South Lanarkshire Progressive Housing approach as reported to Executive Committee on 8 May 2024. Through the SHIP we will optimise the opportunities available to meet particular needs through the Affordable Housing Supply Programme on a site-by-site basis. 6.3.2 Consideration will be given to the layout and design of new sites, aligning with key principles of National Planning Framework 4 and ensuring new homes complement existing neighbourhoods with local services from across each of South Lanarkshire’s four localities involved in key decisions surrounding the sites being developed. 6.3.3 Sites identified as potential Progressive Housing sites are highlighted on the table at Annex 1 of the SHIP document (marked PH). 6.4. Town Centre Regeneration 6.4.1 The capacity of potential affordable housing provision across South Lanarkshire’s town centres remains significant within the SHIP, with sites identified across East Kilbride, Hamilton, and Rutherglen. These aim to contribute to wider town centre regeneration proposals being progressed by colleagues in Enterprise and Sustainable 84
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Development and align with the policy direction on town centre living in NPF4. Review of smaller scale town centre development will be considered for other areas such as Strathaven, Larkhall and Lanark as development progresses. 6.5. ‘Off the Shelf’ Purchases 6.5.1 Alternative procurement routes have been explored with a Prior Information Notice issued by colleagues in Procurement late 2023 which identified opportunities for developers to bring privately owned sites to the Council with properties sold to the Council through the ‘off the shelf’ procurement model. 6.5.2 This approach can be repeated to support a 10-year programme of development to ensure that a continuing pipeline of sites are available to deliver affordable housing across South Lanarkshire in the longer term and has led to the inclusion of four projects within the proposed SHIP 2025 to 2030. 7. Next Steps 7.1. To ensure compliance with specified timescales, a draft copy of the SHIP 2025 to 2030 was submitted to the Scottish Government on 25 October 2024. Subject to approval from Housing and Technical Resources Committee, a final approved version will be submitted. 7.2. The Scottish Government’s More Homes Division will collate the South Lanarkshire SHIP into a national programme for ministerial approval and thereafter, the Strategic Local Programme Agreement (SLPA) will be prepared for sign off by each local authority. 7.3. Once the SLPA is finalised, the Scottish Government will issue individual programme agreements for RSL and council projects covering the units, tenure mix, subsidy levels, site start and completion dates, as these come forward. Monitoring and review of the delivery programme by the Council, its RSL partners and the Scottish Government will take place on an ongoing basis throughout the year. 8. Employee Implications 8.1. There are no employee implications arising from the information presented in this report. 9. Financial Implications 9.1. Financial impact relating to the costs of delivering additional Council housing sites will be detailed in reports presented to Housing and Technical Resources Committee or Executive Committee for consideration and approval. 9.2. Financial implications relating to the delivery of additional affordable housing supply will also be detailed within the annual Housing Revenue and Capital Account Budget update reported to Housing and Technical Resources Committee. 10. Climate Change, Sustainability and Environmental Implications 10.1. This report does not introduce a new policy, function or strategy which impacts on the natural environment, climate change or sustainability. 11. Other Implications 11.1. Provision of new affordable housing is one of the Council’s top risks and is included on the Resource Risk Register. 85
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11.2. The new build specification for future projects will achieve higher energy standards reflecting enhanced building regulations and therefore, will make a positive contribution to both the Council’s sustainability, climate change and fuel poverty reduction targets. 11.3. The content of this report will contribute to the evidence to support the requirements of the Annual Assurance Statement. 12. Integrated Impact Assessment and Consultation Arrangements 12.1. An Integrated Impact Assessment has been completed as part of the development of the SHIP 2025 to 30. It identified that overall; the SHIP will have a positive or neutral impact in relation to protected characteristics. The SHIP will have a positive socio- economic impact through increasing the provision of affordable housing across South Lanarkshire. Increased provision of affordable housing across South Lanarkshire, will mean that more children would benefit from having access to safe, accommodation that meets their needs. While the proposals detailed in the plan will increase expenditure of carbon in the short term, this will be mitigated over the longer term through the incorporation of energy efficient non carbon emitting heating systems. 12.2. Consultation on the preparation of the SHIP 2025 to 2030 has taken place with RSL partners, other Council Resources and the Scottish Government. Special awareness and engagement sessions were also held with elected members, on 23 August 2024, and tenant representatives, on 29 August 2024. Stephen Gibson Executive Director (Housing and Technical Resources) 6 November 2024 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities Previous References South Lanarkshire Local Housing Strategy 2022 to 2027 South Lanarkshire Rapid Rehousing Transition Plan 2019 to 2025 Strategic Housing Investment Plan 2023 to 2028 Housing and Technical Resources Committee, 5 October 2022 Executive Committee, 8 November 2023 Executive Committee, 8 May 2024 86
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List of Background Papers Scottish Government Guidance: Strategic Housing Investment Plan: Guidance Note MHDGN 2024/01 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Jonathan Read, Strategy and Policy Advisor Phone: 07385347916 E-mail: jonathan.read@southlanarkshire.gov.uk 87
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Housing and Technical Resources Strategic Housing Investment Plan for South Lanarkshire 2025-2030 10 89
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Index 1 Introduction – 1.1 Purpose 1.2 Background 1.3 South Lanarkshire Council Homes+ Target 1.4 Market impact on the programme 1.5 SHIP 2025-30 framework 1.6 Consultation and collaboration 1.7 Equalities 1.8 Strategic Environmental Assessment 2 Context 2.1 National strategic housing investment and delivery framework 2.1.1 Housing to 2040 2.1.2 Programme for Government 2.1.3 Housing supply targets 2.1.4 Town Centre Regeneration 2.1.5 Second homes 2.1.6 Empty homes 2.1.7 Climate change and sustainable housing development 2.1.8 Community Plan 2022-2032 2.2 Local strategic housing investment and delivery framework 2.2.1 South Lanarkshire Local Development Plan 2 2.2.2 Community growth areas land supply 2.2.3 Local Housing Strategy (LHS) 2.2.4 Housing Need Demand Assessment (HNDA) 3 Meeting housing need and improving quality of life 3.1 South Lanarkshire Council’s programme 3.2 Registered Social Landlords completions 3.3 Private housing completions 3.4 Homelessness and Rapid Rehousing Transition Plan 2019-24 3.5 A progressive housing approach 3.6 Wheelchair user housing targets 3.7 Larger homes 3.8 Gypsy/Travellers 3.9 Veterans and the armed forces community 3.10 Care Experienced Young People 3.11 Child Poverty 4 SHIP 2025-2030 delivery 4.1 SHIP tables and development priorities 4.2 Site prioritisation criteria 4.3 Financial resources 4.4 South Lanarkshire Council contributions 4.5 Private developer contributions 4.6 Organisational capacity 4.7 How to comment on the SHIP 90
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Table 1: Development priorities Years 1 to 5 (2025-2030) Table 2: Council Tax on second and empty homes Table 3: Private developer contributions 91
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1. Introduction 1.1 Purpose The Strategic Housing Investment Plan (SHIP) is a five-year plan that sets out affordable housing development priorities within a local authority area to guide the way in which Scottish Government funding and other resources are allocated to achieve Local Housing Strategy (LHS) outcomes. It is refreshed and submitted to the Scottish Government every year. 1.2 Background This SHIP covers the period 2025-2030 identifying potential sites which will support the strategic objective delivery of affordable housing across South Lanarkshire. The development of the SHIP 2025-2030 has been based on the Resource Planning Assumptions noted in section 4.3 below, financial resources, along with consideration of the following mechanisms identified in the Scottish Government’s Infrastructure Investment Plan for Scotland 2021/22 to 2025/26, which include: • Over £3.3 billion allocated to deliver more affordable and social homes, helping to create great places, and continuing to ensure the right types of homes in the right places to support Local Housing Strategies and regional development priorities. • Investing £275m to support community led regeneration and town centre revitalisation as part of a new Place Based Investment Programme. • £525m investment in City Region and Regional Growth Deal programme to bring long term approaches to improving regional economies, harness additional investment, create new jobs, and accelerate inclusive and sustainable economic growth. • A £250m capital investment in support of Place, community led regeneration, town centres and 20-minute neighbourhoods. • £20m Gypsy/Traveller Additional Accommodation Fund to provide more and better accommodation for Gypsy/Traveller communities. Building on its affordable housing supply programme, the Scottish Government aims to create sustainable economic growth and address homelessness through existing and new initiatives including increasing the supply of accessible affordable homes across all tenures with appropriate community infrastructure. The SHIP is a key document for directing resources to achieving the delivery of affordable housing. 1.3 South Lanarkshire Council Target The Council’s Executive Committee of 30th November 2022 approved an affordable housing supply target aiming to deliver an additional 1,300 council homes by March 2027. This will be delivered through a combination of new council homes and the acquisition of existing homes from the market, with the new sites set out within the SHIP 2025-30. 1.4 Market impact on the programme The Scottish Social Housing Tender House Price Index (SSHTPI) measures the movement in construction costs of social housing in Scotland. The index is based on analysing the construction costs in accepted tenders for affordable housing. Over recent years prices have been volatile due to external global factors including the global pandemic, war in Ukraine, material shortages, and house building firms entering administration. Whilst the Index shows a steady increase in prices over past years since 2015, prices rose more sharply during 2020-2023 with prices peaking dur- ing 1Q 2023-24. 92
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Looking at the most recent SSHTPI for 4Q 2023-2024 (published Sept 24) tender prices are now showing a decrease of 2.7% from the previous quarter and have declined by 10.0% compared with the same quarter in 2022-2023, showing a downward trend since 1Q 2023- 2024. The index has fallen in each of the last three quarters and in 4Q 2023-2024 is 13.1% below its peak in 1Q 2023-2024. Underlying construction costs of labour, materials, and plant, as measured by the BCIS General Building Cost Index, rose 0.9% quarter-on-quarter in 4Q 2023-2024 and by 3.4% compared with the same quarter a year earlier. Over the year to 4Q 2023-2024 underlying inflation, as measured by the Consumer Prices Index (CPI), rose by 3.6% This year has also seen Stewart Milne Homes, Merchant Homes and First Endeavour enter administration. All of these developers had interest in sites across South Lanarkshire, and appointed local subcontractors, and suppliers to tender for works in the area. The impact of this means that even if the firms may not have direct contract with the council, these actions will ripple effects through the local property market. In relation to the purchase of properties on the open market, fluctuations in that area have an impact on the purchase of properties including price and availability of properties to buy. From the most recent HM Land Registry publications (published September 2024) the provi- sional average house price in South Lanarkshire in July 2024 was £171,000. This was higher than the average of £164,000 in July 2023 (revised), a 4.5% rise. Across Scotland, the average house price in July 2024 was £199,000, which was more than a year earlier (£188,000). In the year to July 2024, the average price for detached proper- ties in South Lanarkshire rose by 7.8%, while the average price for flats increased by 1.4%. Whilst the council will continue to monitor costs and property market evidence for future de- livery to ensure the council delivers on the Home+ programme based on best value for all, this is not deliverable in isolation and many external factors can have an adverse impact on long term programme planning. 1.5 SHIP 2025-2030 framework The SHIP has been developed to meet relevant Scottish Government guidance and specific requirements set out in “Guidance on Preparing Strategic Housing Investment Plans – More Homes Division Guidance Notes 2024/01 (MHDGN 2024/01)”. The assumptions and forecasts set out in the appendix tables are based on information available at the time of preparation and will be subject to refinement as projects are developed. Strategic Local Programme Agreements (SLPAs) are reviewed and reissued annually. This process takes account of progress of sites and allows new projects, drawn from the SHIP, to be included in the programme if additional funding becomes available, or particular sites prove to be unviable. The Scottish Government monitors delivery of affordable housing via the Affordable Housing Supply Programme (AHSP). SLPAs in turn form the basis for RSL and Local Authority Programme agreements and become the primary mechanism for delivery of the Affordable Housing Supply Programme. A key focus for this year’s update will be to maximise opportunities to bring forward town centre sites to assist in achieving the councils additional home target. In addition, the council continues to explore other opportunities to enhance the volume and scale of prospective sites to build on work done to date which has included: 93
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• Publication of notice through Public Contracts Scotland specifying the details of sites and locations for which the council is seeking, enabling developers to bring forward potential sites for development. This has identified a number of sites which have been included in the Table 1 - Development priorities Years 1 to 5 (2025- 2030). • Working strategically with community planning partners to identify potential public sector partner owned sites or assets that could be transferred, purchased, or repurposed by the council or its RSL partners to support housing-led regeneration and the delivery of wider corporate objectives. • Working with council services to identify existing Housing Revenue Account land and potential privately owned sites which the council or its RSL partners could purchase to support development. • Effective and increased use of the recently expanded Market Purchase Scheme, enabling the council to purchase properties from owner occupiers and private landlords. In addition to being an effective method of increasing stock levels in high demand areas, acquisition costs are also less than costs associated with new build properties. • Considering other innovative ways of delivering priorities providing efficient delivery and design, for example using off-site construction, collaboration with development partners, and design/mass customisation. 1.6 Consultation and Collaboration The SHIP has been produced by the council’s Housing and Technical Resources in collaboration with colleagues from Community and Enterprise Resources (Planning and Regulatory Services, and Enterprise and Sustainable Development), Roads, Transportation and Fleet Services, Finance and Corporate Services, alongside the South Lanarkshire Health and Social Care Partnership (HSCP), and in consultation with the Scottish Government’s More Homes Team, Registered Social Landlords (RSLs) and private developers. In addition, the draft SHIP was discussed with elected members at a special engagement and consultation session during its development and presented to the Corporate Management Team in August 2024 for discussion and approval, prior to progressing to Housing and Technical Resources Committee in November 2024. 1.7 Equalities The SHIP is a delivery plan for the affordable housing supply element of the Local Housing Strategy 2022-27(LHS). An Equalities Impact Assessment (EQIA) completed for the LHS found the strategy would have a positive impact on the people of South Lanarkshire, with no negative impacts identified for protected groups as identified within the Equality Act 2010. A Fairer Scotland Duty Assessment (FSDA) was also completed for the LHS. The FSDA considers how public bodies can reduce inequalities of outcome caused by socio-economic advantage when making strategic decisions. The FSDA highlighted that the LHS will have a positive impact on particular equality groups which include: - • Children and young people • Older people • People with disabilities or limiting life-long conditions • Gypsy/Travellers • People experiencing homelessness The EQIA and FSDA undertaken in respect of the LHS provide reassurance that the strategy and other key documents it aligns with, including the SHIP, continue to positively 94
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impact on the people of South Lanarkshire. Both documents are published on the council’s website at www.southlanarkshire.gov.uk. In addition, reflecting an update on internal processes in September 2024, the council also completed an Integrated Impact Assessment for the SHIP 2025-30. This identified that the document had a positive impact on tackling inequalities and poverty through enabling the additional provision of affordable housing. 1.8 Strategic Environmental Assessment As part of the development of the LHS, a full Strategic Environmental Assessment (SEA) was undertaken with the report submitted to the SEA Gateway and published online for consultation. This assessment identified that the strategy, and other key documents it aligns with, would make an overall positive contribution toward local and national net-zero and decarbonisation targets through the direction of improvements to domestic buildings across South Lanarkshire. The full Environmental Report developed through the SEA is published on the council’s website at www.southlanarkshire.gov.uk. 2. Context National housing and related policies, including planning policies along with the wider UK policies and their impact on local housing markets, provide the strategic context within which the SHIP is developed. 2.1 National strategic housing investment and delivery framework 2.1.1 Housing to 2040 The Scottish Government’s long term housing strategy ‘Housing to 2040’ (2021), sets out a vision and principles which focus upon the vital role which good housing and homes play in supporting health, wellbeing, life chances and employment opportunities. The visions and principles are set out in a route-map as follows: • More homes in great places • Affordability and choice • Affordable warmth and zero emissions homes • Improving the quality of all homes (which includes taking action to support those with long-term conditions and disabilities to live at home independently). A long-term ambition has been set by the Scottish Government to deliver an additional 110,000 affordable homes by 2032, with at least 70% of these to be for social rent. The SHIP sets out the capacity to deliver 1,976 affordable homes in South Lanarkshire by 2030 to contribute to this. A timeline of key actions has been set out by the Scottish Government to identify how each aspect of the ‘Housing to 2040’ strategy will be delivered. All relevant actions will be considered throughout the identification, design and construction of the sites identified within the SHIP 2025-30 as appropriate. 2.1.2 Programme for Government The Scottish Government published its’ latest Programme for Government in September 2024 setting out key priorities and ambitions for 2024/25. This included: 95
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• Investing nearly £600 million in affordable housing in 2024-25. The majority of this will be directed at boosting social housing supply – keeping rents lower and benefitting around 140,000 children in poverty each year. • This includes up to £40 million to bring existing homes into affordable use through acquisitions, and where appropriate also bring long term voids back into effective use. • Committing £100 million to grow with institutional investment to at least £500 million, supporting the construction of around 2,800 mid-market rent homes. • Providing £2 million in additional support to local authorities facing the most significant and sustained temporary accommodation pressures to maximise the use of existing housing stock and minimise turnaround times for vacant social homes. • Work with local authorities and Registered Social Landlords to acquire suitable homes for key workers, where they are required, in rural and island communities by making available up to £25 million from the Affordable Housing Supply Programme to support the five-year Rural Affordable Homes for Key Workers Fund. • Through our Housing Bill, introduced in March 2024 boost tenants’ rights and include provisions for long-term rent controls. We will bring forward amendments to the Bill that will clearly set out how rent increases will be capped in areas where rent controls apply, in a way that provides certainty for tenants while also encouraging investment. The Bill will place stronger duties on local authorities and other partners to prevent homelessness – including an emphasis on prevention through holistic support, with relevant bodies working together to provide assistance earlier to help people avoid the crisis of homelessness. • Bring forward a Heat in Buildings Bill that is deliverable and affordable for households and businesses, setting the long-term direction of travel and, in turn, providing certainty to building owners and the supply chain. • Conclude the review of our New Build Heat Standard in response to concerns raised regarding the use of woodburning stoves and bioenergy. We expect to conclude the review and make any agreed legislative amendments by December 2024. • Tackling the challenge of unoccupied housing by updating guidance to encourage councils to focus their resources on homes that have been empty for longer than 12 months. We will also consult on modernisation of the compulsory purchase system to help deliver a wide range of projects in the public interest, including bringing empty properties back into productive use. 2.1.3 Housing supply targets Whilst the LHS five-year Housing Supply Targets (HST) for affordable and private housing are based on Housing Estimates and other Core Outputs of the Glasgow and Clyde Valley Housing Need and Demand Assessment (HNDA3) 2022, this analysis been updated in May 2024, therefore figures in the SHIP are reflective of the most recent update. A HNDA is designed to give broad, long-term estimates of the number of additional housing units that may be required to meet existing and future housing need and demand. The HNDA also includes information on the operation of housing systems to help local authorities develop policies for management of existing housing stock and the provision of housing related services. The full HNDA3 can be found at www.clydeplan-sdpa.gov.uk. HSTs are a policy-based interpretation of the HNDA outputs for the number of homes that may be delivered in the local authority area. They take account of a range of factors, as set out in National Planning Framework (NPF4) and Scottish Government HNDA Guidance. As a consequence, HSTs may be higher or lower than the housing estimates calculated in the HNDA. The targets for South Lanarkshire are detailed in Table A below. Table A: 2022-2027 housing supply targets 96
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Tenure Per year Total Affordable 250-300 1,250-1,500 Market (private) 700-750 3,500-3,750 All 950-1050 4,750-5,250 2.1.4 Town Centre Regeneration Alongside Community Planning partners, the council is working to identify regeneration opportunities across South Lanarkshire’s town centres, and a number of potential opportunities to increase the provision of affordable housing within town centres and utilise vacant sites or buildings have been identified. This approach is supported by policy direction on town centre living in NPF4 and aims to contribute to the council’s ambitions on sustainability and place-based solutions. Whilst the majority of these opportunities will arise through the major longer-term redevelopment being progressed through dedicated masterplans for Hamilton and East Kilbride (as referenced at 3.3), consideration is also being given to smaller scaled sites across Rutherglen, Strathaven, Larkhall and Lanark town centres. Where delivery of these units is likely to be achieved during the timescale of the SHIP, sites have been noted in Table 1 as appropriate. (Appendix 1). Ensuring appropriate content, both in terms of progressing the new and significant opportunity which exists in relation to affordable housing within town centres, and agreeing requirements for specific sites and broader town centre locations has been a key consideration for the SHIP 2025-30. Any sites that are identified as potentially appropriate for inclusion in the SHIP will be subject to more detailed feasibility studies. 2.1.5 Second Homes Making better use of existing housing stock in all tenures is a key element of the overall strategy for meeting growing levels of housing need. The council’s Executive Committee of 20th March 2024 agreed to the implementation of a 100% council tax surcharge on all second homes from 1st April 2024, with all additional revenue being used to benefit the Council’s Affordable Housing Supply Programme. Table 5.1 of the SHIP sets out the resources generated through Council Tax and Second Homes and reused to support affordable housing delivery across the South Lanarkshire Council programme. Figures for second home council tax levy will for the first time be reflected in the return for next year showing income generated in 2024/25. 2.1.6 Empty Homes South Lanarkshire Council has a policy of setting a council tax increase of 100% on certain properties which have been empty for one year or more. There is a dedicated South Lanarkshire Strategy and Policy Officer (Empty Homes) assisting property owners to bring their properties back into use. Referrals for this service are received from internal partners, Scottish Empty Homes Partnership (supported by Shelter Scotland) and from the public via an online form available on the council’s website. As of 3 September 2024, there is an active caseload of 81 properties which are currently being pursued. The LHS sets out a target to bring 15 empty properties per year back into use. Assistance is provided to empty homes owners in the form of information, advice, and support in how to deal with the issues presented by empty homes, and the benefits to owners in occupying, renting out, or selling their empty properties. An internal working group meets on a recurring basis and is attended by officers from Building Standards, Environmental Services, Council 97
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Tax, Home Improve Service and Legal Services to address issues presented by empty homes and to develop a partnership approach in bringing properties back into use. The table below sets out the how many empty homes have been brought back into use over the last three years. Year Total number of Homes Empty 0-1 years Empty 1-5 years Empty 5-10 years Empty 10+ years 2020/21 6 - 2 3 1 2021/22 15 - 3 3 9 2022/23 15 1 2 3 9 2023/24 28 7 9 3 9 2.1.7 Climate change and sustainable housing development A key objective in the delivery of the affordable housing supply programme is to ensure that the design principles achieve the standards required to help reduce the greenhouse gas emissions. Through the LHS, the council and RSL partners will work to increase the proportion of their housing stock meeting the equivalent of EPC band B or above and explore opportunities to trial new technology to assist in meeting this standard. The national Heat in Buildings Strategy (2021) places a requirement on local authorities to develop a new Local Heat and Energy Efficiency Strategy (LHEES) and associated Delivery Plan to: • set out how the building stock (homes and non-domestic buildings) needs to change to meet national objectives, including achieving zero greenhouse gas emissions, and the removal of poor energy efficiency as a driver of fuel poverty; • identify heat decarbonisation zones, setting out primary measures for reducing emissions, with a view to zones acting as a potential trigger for regulation in the future if required; and • prioritise areas for investment, both private sector and through public delivery schemes, against national and local priorities. and any new affordable housing being delivered as part of the SHIP will take cognizance of the LHEES once developed. South Lanarkshire’s LHEES was approved by the council’s Executive Committee on 26 June 2024 and can be viewed at www.southlanarkshire.gov.uk. South Lanarkshire Council’s Sustainable Development and Climate Change Strategy 2022- 2027 focuses on the themes of People, Place and Communities, the Natural Environment, and a Green Economy. The LHS makes a significant contribution to the Place and Communities theme, through work to improve the condition and energy efficiency performance of all housing, as well as minimising the impact of fuel poverty. To this effect, all South Lanarkshire Council new-build homes are built to the Silver Greener Standard as set out in Section 7, Silver Level, of the 2011 Building Regulations in respect of both Carbon Dioxide emissions and Energy for Space Heating. A higher grant subsidy is available from the Scottish Government to help meet the cost of achieving this Standard. In addition, modern construction methods are utilised as far as possible to help minimise adverse environmental impacts. Building new homes to these standards also contributes to the council’s wider contribution to the national Energy Efficient Scotland programme which seeks to raise the energy efficiency ratings of social rented domestic properties across Scotland to EPC band B by 2032. 98
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2.1.8 Community Plan 2022-2032 The South Lanarkshire Community Plan brings together local and national public, private and community sector representatives to work together. The aim is to improve the lives and prospects of everyone in South Lanarkshire. In the context of housing the plan focuses on providing good quality, suitable housing for everyone. Priority areas of action identified in the plan are as follows: • We will increase affordable housing supply and improve access to and choice of housing options that suit people's needs • We will work in partnership to improve housing quality and energy efficiency, whilst supporting a just transition to decarbonisation • We will work in partnership to prevent and reduce homelessness and improve outcomes for those at risk of or who experience homelessness. 2.2 Local Strategic Housing Investment and Delivery Framework 2.2.1 South Lanarkshire Local Development Plan 2 Adopted in April 2021 represents the council’s spatial policy for its area. It includes sites that are allocated for development as well as detailed policies on matters such as climate change, the green belt and rural area, housing, town centres and transport. It is accompanied by other documents including Supporting Planning Guidance covering De- veloper Contributions, Renewable Energy, Electric Vehicle Charging Infrastructure and De- velopment at a Dwellinghouse. National Planning Framework 4 was published and adopted by the Scottish Government on 13 February 2023. It sets out 33 national planning policies which represent the Scottish Government’s long term spatial strategy for Scotland. These policies are used to assess plan- ning applications and provide the direction for what the council’s Local Development Plan. Local Development Plans (LDP) are to identify a Minimum All Tenure 10-year Housing Land Requirement (MATHLR). Through a plan-led approach sites are to be allocated in locations that are consistent with local living principles and an infrastructure first approach. All new housing sites are to make provision for affordable homes where that meets an identified need. Affordable Housing is defined in NPF4 as ‘Good quality homes that are affordable to people on low incomes. This can include social rented, mid-market rented, shared-ownership, shared-equity, housing sold at discount (including plots for self-build), self-build plots and low-cost housing without subsidy. Developer led sites are to include at least 25% affordable units although the LDP can set out locations and circumstances where this is not required. NPF4 also provides support for proposals involving residential development in town centres but will also guide delivery of additional housing supply in rural areas across South Lanarkshire whilst considering how the development will contribute towards local living and take into account identified local housing needs (including affordable housing), economic considerations and the transport needs of the development as appropriate for the rural location. Planning have started work preparing LDP3. The plan when adopted (end of 2027) will set out how our places will look in the future including where new homes and work places could be built and the areas that will be protected. For further information and to have your say visit https://www.southlanarkshire.gov.uk/. 99
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2.2.2 Community growth areas land supply South Lanarkshire has five community growth areas (CGAs) which will assist in meeting future housing need and demand arising from projected household growth. These areas are also key strategic projects for major infrastructure investment to be delivered through the City Deal. ‘Table B’ below sets out the remaining supply and capacity position, based on the draft 2023 Housing Land Audit. Table B: Community Growth Areas (CGAs) Community Growth Area No of Sites Remaining Capacity for development 2022-2027 Capacity for development post 2027 Total capacity across CGA Carluke 3 81 0 81 East Kilbride 20 1095 602 1697 Larkhall/Ferniegair 5 380 132 512 Hamilton 12 369 1146 1515 Newton 6 286 204 490 Total 46 2211 2084 4295 The estimated CGA outputs reflect up-to-date assessment of current and future conditions and performance within the local housing market and the economy. Phases are under construction at all the CGA’s across South Lanarkshire. The SHIP has identified potential affordable housing opportunities across CGA sites over the five-year period. Delivery will be determined by the rate of development linked to improvements in the housing market as well as capacity within the affordable housing budget at such times as sites become available. The council continues to work with key partners involved in the CGAs to consider options for securing delivery of new affordable housing taking account of changes in funding. 2.2.3 Local Housing Strategy South Lanarkshire’s Local Housing Strategy covers the five-year period from 2022 to 2027 and is subject to annual review. Closely linking to other council and partner strategies and plans, the LHS also aligns with priorities of people, progress and planet contained within the South Lanarkshire Community Plan. The strategy contains eight outcomes to improve the access to, and quality of, affordable housing in South Lanarkshire: • Increase overall housing supply and improve access to and choice of housing options that suit people’s needs which they can afford and sustain. • Private landlords and tenants are supported to ensure renting remains a sustainable housing option that meets all required standards. • Housing quality and energy efficiency are improved, with advice and support provided to building owners and tenants to help them achieve the required standards. • More homes are heated through decarbonised sources and renewable energy supply opportunities are explored. • People with particular needs are better supported to live independently within the community in a suitable, sustainable home. • Prevent homelessness occurring and significantly reduce homelessness. • People who experience homelessness are provided with suitable temporary accommodation as required and are supported to move to settled accommodation that meets their needs as quickly as possible. • Housing sustainability is improved in priority areas and settlements and people are encouraged to be part of their local community. 100
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2.2.4 Housing Need and Demand Assessment (HNDA) HNDA3 sets out a broad, long-term estimate of the number of additional housing units that may be required to meet the existing and future housing need and demand between 2022 and 2040. The HNDA takes account of projected population change including an ageing population, changing household composition patterns, and inward migration and estimates a need for an additional 9,258 to 10,650 dwellings across South Lanarkshire by 2040. Housing Supply Targets within the LHS (as outlined at 2.1.3) consider HNDA3 analysis which continues to show the need for affordable housing to meet need across all four Housing Market Areas in South Lanarkshire. 3. Meeting housing need and improving quality of life Aligning to the relevant national and local housing strategies and policies, the key focus when allocating affordable social rented housing is to respond to local needs and demands by ensuring that: • those assessed as being in most need are prioritised for housing • best use is made of available housing stock within South Lanarkshire • the allocation of housing contributes towards the achievement of balanced and sustainable communities Of all social rented stock in South Lanarkshire’s over 91% is accessible through HomeFinder, the South Lanarkshire common housing register, where the council and participating RSL partners have agreed a single application process and common assessment of housing need. 3.1 South Lanarkshire Council’s Programme Established by the council’s Executive Committee on 30 November 2022, the latest Home+ Programme has a target to deliver 1,300 additional homes for the council by 31 March 2027. The council’s new build supply meets the Housing for Varying Needs (HfVN) standards featuring barrier free internal spaces, energy efficient and high-quality standards. The general needs category of housing being developed comprises a range of property types, including terraced and semi- detached homes designed to achieve a degree of flexibility to suit people of different abilities and needs. Their specification includes a wider staircase allowing for the installation of a chairlift, downstairs toilet and walk in shower or space provided for future installation of a shower for ambulant disabled household members as needs arise. Larger sized semi-detached properties (four bedrooms or more) feature a downstairs bedroom/s and bathroom aimed at addressing the needs of households with a disabled family member. The particular needs or amenity category comprise semi-detached bungalows, cottage flats and lift access flats for older and ambulant disabled people. Wheelchair user homes can be adapted to suit the particular needs of a household having been designed to HfVN wheelchair user “basic” standards, including additional “desired” features where required. 3.2 Registered Social Landlords (RSL) completions RSL partners participating in the affordable housing supply programme have made a significant contribution towards meeting a wide range of housing needs and to the Scottish Government’s affordable housing target. Over the past 12 months however there has been a significant reduction in the proposed development from RSL’s across Scotland, with the number of sites included in the SHIP reducing or development timescales slowing. Despite this, the council remain committed to working with RSL’s who are keen to develop in South Lanarkshire and aims to support them as much as possible to ensure sites they bring forward are achieved. 101
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3.3 Private Housing completions Private housing developments continue to progress at a good pace across South Lanarkshire, with over 3,500 completed since 2021. 3.4 Homelessness and Rapid Rehousing Transition Plan (RRTP) 2019-2024 Addressing homelessness is a key priority of the LHS and the South Lanarkshire affordable housing supply programme. The RRTP, co-produced with a wide range of partners sets out a strategic approach to addressing homelessness, outlined in five high priority objectives and articulated in the associated actions. • Preventing homelessness occurring and significantly reduce homelessness • Significantly reduce time spend by households in temporary accommodation and minimise moves before moving to a settled home • Improve and increase the provision of housing support for households to live independently within communities • Expand the scope and capacity of our Housing First approach to be the first response for households with multiple complex needs • Enhance integration of partnership working and imbed RRTP through a whole systems approach The Market Purchase Scheme targets specific properties to support actions relating to the RRTP, including replacing housing stock where a temporary tenancy is converted or ‘flipped’ to a permanent home. In addition, a significant proportion of affordable social rented homes are allocated to homeless households to support targets set out within the RRTP. The level of lets allocated to homeless households as a result of the affordable housing supply programme is monitored and reported. The fifth annual review of the RRTP was undertaken during 2023/24 and will be reported to Housing and Technical Resources Committee in September 2024. The review notes that 2023/24 has again proven an extremely challenging year in terms of maintaining progress, there was no sign of abatement in the significant increase in the levels of homelessness ex- perienced in South Lanarkshire over the last two years. The extremely challenging circum- stances are not affecting South Lanarkshire in isolation but are mirrored by trends being ex- perienced across Scotland. South Lanarkshire remains a top performing local authority, however over the last two years there has been a concerning downturn comparing 2021/22 performance to year end 2023/24. Whilst the increase in demand reduced over the last year, this is in the context of comparison against 2021/22 where demand rose sharply in the final months of 2022/23. Against two measures of homelessness within the RRTP, the council experienced: - - a 28% increase in the number of people applying to the council for assistance due to homelessness - a 101% increase in the backlog of urgent need homeless households awaiting housing In reviewing the fifth and final year of the RRTP the changing environment in which partners operate was noted, 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 programs. This contributed to the council, as with other local authorities facing similar pressures, declaring a housing crisis earlier in 2024. The commitment to preventing and alleviating homelessness has been a continuing focus throughout the 5 years of the RRTP along with other key Council and partner strategies. Although the RRTP has now ended, it has been replaced by the Strategic Homelessness 102
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Plan that enables coordination of services and targeting of resources to tackle continuing demand for housing. 3.5 South Lanarkshire’s Progressive Housing Framework South Lanarkshire’s Progressive Housing Framework has been developed in partnership between Housing and Technical Resources and the South Lanarkshire University Health and Social Care Partnership to respond to people’s changing housing, support and care needs over the course of their lives, prioritising ways of working that promote independent living within local communities. The Framework sets out how the partners will contribute to the delivery of shared strategic outcomes including: • The commitment made in the Local Housing Strategy 2022-27 to ensure that people with particular needs are better supported to live independently within the community in a suitable and sustainable home (Local Housing Strategy 2022-27 Outcome 5). • The commitment made in the Strategic Commissioning Plan 2022-25 that people are able to live, as far as reasonably possible, independently at home or in a homely setting in their community (Strategic Commissioning Plan 2022-25 Outcome 2). The Progressive Housing Framework is built around three key outcomes: • People can stay in their own home where it is appropriate to their needs and circumstances. • People who require to move are assisted and support to move to housing which meets their needs and aspirations. • More and a wider range of homes are delivered through the council’s Affordable Housing Supply Programme to meet people’s needs as their lives and health circumstances change over time. Central to the delivery of the Framework are: • The implementation of the Home and Health Assessment, where housing and health professionals carry out a joint assessment of housing and health needs to identify whether an applicant can be supported to stay in their current accommodation or be prioritised to move to another home due to their specific needs. • The embedding of a joint approach to delivering more suitable homes to meet local health and care needs, including the joint identification and planning of Progressive Housing sites and the requirement for specialist housing types such as technology enabled properties or Extra Care housing, and the consideration of any housing or site design elements that would support particular needs within the site and aid both mobility and accessibility. Progress in delivering the Progressive Housing Framework will be monitored through the existing annual review arrangements for the Strategic Commissioning Plan and Local Hous- ing Strategy. 3.6 Wheelchair user housing targets Scottish Government guidance MHDGN 2024/01 recommends setting wheelchair housing targets within the LHS to support the delivery of more wheelchair user housing. This is a key housing action in ‘A Fairer Scotland for Disabled People’ delivery plan. 103
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Adaptations to existing and new supply of social housing contribute to increasing the supply of fully wheelchair user homes, though these are a small percentage of all housing supply. An important priority for the LHS is for housing and health and social care partners to work together with stakeholders to identify the extent of need for additional wheelchair user housing in South Lanarkshire and look to opportunities through the Strategic Housing Investment Plan and via the Affordable Housing and Housing Choice Supplementary Planning Guidance, to increase fully wheelchair user housing supply. As per the LHS 2022-27 a target of 10% wheelchair accessible units has been set for all new-build social housing development and 8% for new private housing developments. This will be kept under review as part of the LHS annual review process, analysis of demand and discussions with partners and developers. 3.7 Larger Homes The majority of the council’s existing stock is comprised of two and three apartment accommodation following the disproportionate loss of larger size homes which occurred through the operation of the Right to Buy Scheme. Development of the sites identified in the SHIP 2025-30 will include provision for larger homes as required, with the council utilising a range of data and liaising with housing management teams across each area of South Lanarkshire to ensure that site design and the proposed housing mix and property size reflects needs and local circumstances. In addition, the council will continue to consider the use of its Market Purchase Scheme to meet specific housing needs, including those of large families which cannot readily be met through existing stock. 3.8 Gypsy/Travellers South Lanarkshire Council owns and manages two Gypsy/Traveller sites with 18 pitches at Shawlands Crescent in Larkhall, and 6 pitches at Springbank Park, East Kilbride. The LHS 2022-27 builds on the significant progress made during the last LHS through actions to assess accommodation need and demand of Gypsy/Travellers in South Lanarkshire, as well as continuing to implement significant improvement projects from the two site masterplans, developed in conjunction with current site residents. 3.9 Veterans and the armed forces community Recognising the need to ensure suitable accommodation options exist for veterans of the armed forces within South Lanarkshire, through the LHS the council will work with specialist veteran organisations to understand what type of accommodation would be appropriate and where this should be located to ensure veterans have access to the accommodation and support they need. Opportunities for new homes for Veterans and members of the armed forces community will also be progressed through the SHIP 2025-30. 3.10 Care Experienced Young People The LHS commits to the delivery of South Lanarkshire’s ‘Promise’ to Care Experienced young people supporting their transition to independent living. Recognising this commitment, the council will complete a review of affordable housing options tailored to care experienced children and young people which aims to ensure services and accommodation options are focussed on their needs. 3.11 Child Poverty The fifth South Lanarkshire Local Child Poverty Action Report (LCPAR) will be approved by the Community Planning Partnership Board by December 2024 and continues to focus on 104
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tackling the three main drivers of child poverty: income from employment; costs of living; income from social security and benefits in kind. Within the ‘reducing the cost of living’ section of the report, there are a range of actions relating to the supply of good quality, affordable housing, including: • Reducing the costs of housing for families including energy costs; • Investment to increase new affordable housing supply; • Preventing and reducing homelessness for households, including families with children and young people. In terms of new affordable housing, a key objective of the design principles is to help reduce the cost of living. A primary factor is location, ensuring housing developments are close to amenities helping to minimise transport costs as most facilities will be within walking distance. By building all new council homes to the Silver Greener Standard, tenants will also benefit from reduced energy costs. 4. SHIP 2025-2030 delivery 4.1 SHIP tables and development priorities The SHIP tables set out a list of 60 projects (including annual acquisitions) with an estimated total capacity for the delivery of up to 1,995 additional affordable homes over the five-year period to March 2030. These include priority projects rolled forward from the previously approved SHIP, projects with current SLPA funding commitments and new sites. The programme has been developed in consultation with key developer partners and reflects key national and local strategic issues of material consideration including negotiations with private developers in relation to specific development proposals. A breakdown of the proposed distribution of the new build affordable housing units across the four housing market areas is set out below. Table C: Combined five-year affordable housing units by Housing Market Area Clydesdale East Kilbride Hamilton Rutherglen/ Cambuslang OMP (all areas) South Lanarkshire 164 614 541 346 330 1,995 8% 30% 27% 17% 17% 100% 4.2 Site prioritisation criteria New sites are prioritised for inclusion in the SHIP based on a number of key factors and associated strategic issues of material consideration. All sites are assessed based on the agreed criteria and depending on the outcome, they are categorised, as high, medium or low priority. An outline of the assessment approach agreed with relevant developer partners is set out in Table D. Table D: Site assessment approach Key factors Material Considerations Site location LDP2 housing land sites/windfall sites regeneration/proximity to other sites under development and services Tenure mix LHS priority tenure: social rented/mid-market/shared equity/ localised housing pressure analysis to inform demand/house types Needs category General needs/older people/ wheelchair user/ homeless households/Gypsy/Travellers Sustainable development brownfield/greenfield/conservation/flood zone EESSH2 specification/digital inclusion 105
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Key factors Material Considerations Development constraints Ownership/abnormals/access/ infrastructure deliverability in relation to timescales Development sites have to score positively on all key factors to be included in the SHIP. Priority categories of high, medium and low are assigned depending on whether the development proposal contributes to outcomes as identified at national and local levels. Key strategic issues considered at site prioritisation stage are highlighted in the Material considerations column of Table D above based on the best information available at the time of preparing the SHIP. This enables investment to be targeted to priority developments which will best meet local needs and identified LHS outcomes within the SLPA timeframe in the event that the investment is constrained to the minimum RPA. The final output will be subject to a detailed development assessment on the viability of each site as well as the level of grant funding resources available over the plan period. Subject to funding availability and unforeseen abnormal site constraints, the plan is realistic in terms of estimated site start dates. Mid-market rent, shared equity and low cost home ownership may form part of an overall procurement package for each development to facilitate cost effective delivery of affordable housing for rent. To achieve this, the council will continue to work closely with the Scottish Government and our partners in the public and private sector to develop alternative funding sources and delivery mechanisms and maximise implementation of this SHIP particularly in the major Community Growth Areas. 4.3 Financial resources The principal sources of funding for the council’s programme come from contributions made by the council from Prudential Borrowing, the Scottish Government’s Affordable Housing Supply Programme (AHSP), Private Developer Contributions and the council Tax levy on second and empty homes. AHSP is available for various types of affordable housing including social rent comprising new build and market purchases, mid-market rents and Low-cost Initiative for First Time buyers (LIFT) shared equity schemes delivered by the council or RSLs and in some cases, in partnership with private developers. The most recent More Homes Division benchmark figures for affordable housing were published in June 2023 with the baseline benchmark set for local authorities at £83,584 (3- person equivalent), with the option to apply additional funding for specific items such as net zero heating, home working stations, amongst others, where there is an increase to the specification of the properties. Including all additional items has the potential to increase the benchmark figure to £104,394 per unit. The council and RSL’s will make applications for grant funding under the programme following financial assessment to confirm that individual development sites are in alignment with benchmark levels and are affordable for the applicant. In December 2023 the council were notified that the previously confirmed RPA’s for 2024/25 and 2025/26 were no longer confirmed and that a reduction in the national budget was anticipated. The More Home Division of the Scottish Government then advised the council in May 2024 in relation to Resource Planning Assumptions further to March 2025, which would cover the timescale for the SHIP 2025-30. The correspondence noted national capital resources available for future RPAs will depend on future budget decisions by the Scottish Parliament and could therefore not be confirmed, however carry-forward limits for the next three years should be implemented to aid 106
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programme management. These have set at 80%, 60% and 40% of the 2024/25 RPA of £22.834m. Despite the implementation of the carry-forward limits, the Scottish Government advised that for wider planning purposes, the SHIP should continue to follow existing guidance in relation to future year grant assumptions. In the absence of confirmed RPA the assumptions are to continue at the same level as the latest confirmed year (in this case 2024/25), with a 25% slippage factor applied. Based on this, Table E below summarises the RPA assumptions between 2025 to 2030: Table E: South Lanarkshire’s Resource Planning Assumptions (RPA) Financial Year Scottish Government RPA (£0.0m) SHIP Planning Assumptions RPA + future year capacity (£0.0m)* 2025/26 £22.834 £28.542 2026/27 £22.834 £28.542 2027/28 £22.834 £28.542 2028/29 £22.834 £28.542 2029/30 £22.834 £28.542 * RPA + 25% slippage factor applied as per MHDGN 2024/01 4.4 South Lanarkshire Council contributions The council’s key funding source is Prudential borrowing, which is approved as part of its annual budget setting process prior to the new financial year commencing. 4.5 Private developer contributions NPF4 Policy 16 Quality Homes states that “Proposals for market homes will only be supported where the contribution to the provision of affordable homes on a site will be at least 25% of the total number of homes, unless the LDP sets out locations or circumstances where: i.e. a higher contribution is justified by evidence of need, or ii. a lower contribution is justified, for example, by evidence of impact on viability, where proposals are small in scale, or to incentivise particular types of homes that are needed to diversify the supply, such as self-build or wheelchair accessible homes. SHIP Table 3 sets out developer contribution commuted sum payments received to date, that will be used to support the delivery of the SHIP over the five-year programme. 4.6 Organisational capacity South Lanarkshire has a good track record of innovative joint working and delivery and will continue to work collaboratively with the Scottish Government, RSLs and private sector partners, making best use of available resources to increase the supply of affordable housing and contribute to meeting priorities set out within this SHIP. 4.7 How to comment on the SHIP For more information or if you want this information in a different format or language, please phone StratSupAdm@southlanarkshire.gov.uk If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone 0303 123 1015 or email equalities@southlanarkshire.gov.uk 107
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Table 1 - Development priorities Years 1 to 5 (2025-2030) HMA Site No. Site Address Led by Total Units Priority Cambuslang/Rutherglen 1 Cairnswell Avenue, Cambuslang SLC 44 High 2 Dale Avenue, Cambuslang SLC 17 High 3 Shieldaig Drive, Rutherglen SLC 16 High 4 Central Rutherglen Site (PH) SLC 12 Medium 5 Central Cambuslang Site (PH) SLC 12 Medium 6 Fernbrae Avenue / Ryan Way, Rutherglen SLC 12 Low 7 Rutherglen Road, Rutherglen SLC 50 Low 8 New Road, Cambuslang SLC 44 Low 9 Duchess Road, Rutherglen SLC 46 Low 10 Main Street, Rutherglen SLC 40 Low 11 Dalmarnock Road, Rutherglen Thenue HA 33 Medium 12 Montford Avenue, Rutherglen Loretto HA 20 Low Clydesdale 13 Priority Avenue, Lesmahagow SLC 17 High 14 Central Lanark (PH) SLC 12 Medium 15 Market Road, Biggar SLC 20 Low 16 Goremire Road, Carluke (Phase 1) Link HA 43 Medium 17 Goremire Road, Carluke (Phase 2) Link HA 44 Medium 18 Ladyacre Road, Lanark West of Scotland HA 28 Low East Kilbride 19 Jacktonhall, Borthwick Drive, Jackton SLC 40 High 20 Kittoch St, East Kilbride SLC 12 High 21 Glasgow Road, Strathaven SLC 9 High 22 Westwoodhill Phase 1, East Kilbride (PH) SLC 64 High 23 Westwoodhill Phase 2, East Kilbride (PH) SLC 35 High 24 East Kilbride Town Centre Phase 1 (PH) SLC 60 Medium 25 Eaglesham Road, Jackton SLC 40 Medium 26 Calderwood Road, East Kilbride SLC 25 Medium 27 Alberta Avenue, East Kilbride SLC 20 Medium 28 Newhouse Road / Bennet Drive, Jackton SLC 56 Medium 29 Newlands Road, Jackton SLC 46 Low 30 Central East Kilbride Site SLC 12 Low 31 Thornton Farm, Redwood Drive, Jackton SLC 22 Low 32 Dashwood Road, Jackton SLC 36 Low 33 East Kilbride Town Centre, Phase 2 SLC 48 Medium 34 Bosfield Corner, East Kilbride East Kilbride HA 18 Medium 35 Carnegie Hill, East Kilbride East Kilbride HA 25 Medium 36 Rochester Avenue, Jackton Loretto HA 46 Medium Hamilton 37 Brackenhill Farm, Hamilton SLC 49 High 38 Reid St, Hamilton SLC 24 High 39 Backmuir Road, Hamilton SLC 24 High 40 Watson St, Larkhall (PH) SLC 19 High 108
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41 Main St, Blantyre SLC 12 High 42 Almada Street, Hamilton SLC 75 Medium 43 Carlisle Road, Hamilton SLC 22 Low 44 Hamilton Town Centre (Phase 1) SLC 12 Low 45 Larkhall CGA SLC 20 Low 46 Hamilton Town Centre (Phase 2) SLC 30 Low 47 Mill Road, Hamilton SLC 6 Low 48 Morris Street, Hamilton SLC 6 Low 49 Douglas Street, Hamilton Clyde Valley HA 21 High 50 Raploch Street, Larkhall West of Scotland HA 21 High 51 Grier Place, Larkhall West of Scotland HA 47 Low 52 Wellhall Road Rd, Hamilton Link HA 59 Low 53 Torheads Farm, Hamilton Clyde Valley HA 54 Low 54 Bothwell Road, Hamilton Clyde Valley HA 40 Low Market Purchase Scheme 55 MPS 2025/26 SLC 90 High 56 MPS 2026/27 SLC 60 High 57 MPS 2027/28 SLC 60 High 58 MPS 2028/29 SLC 60 High 59 MPS 2029/30 SLC 60 High Total 1,995 Table 2 - Council tax on second and empty homes (£0.000m) Year Tax raised or in hand Tax used to support affordable housing Tax carried forward to subsequent years 2017/18 £0.42 £0.42 0 2018/19 £0.46 £0.46 0 2019/20 £0.46 £0.46 0 2020/21 £0.47 £0.47 0 2021/22 £0.54 £0.54 0 2022/23 £0.65 £0.65 0 2023/24 £0.00 £0.00 0 Table 3 - Developer contributions (£0.000m) Year Sum raised or in hand Sum used to assist housing Sum carried forward to subsequent years 2017/18 £0.71 £0.45 £0.30 2018/19 £1.19 £0.71 £0.48 2019/20 £2.54 £1.66 £0.88 2020/21 £1.44 £0.44 £1.06 2021/22 £2.40 £1.34 £1.06 2022/23 £2.39 £0.29 £2.03 2023/24 £2.54 £0.00 £2.54 109
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 27 November 2024 Report by: Executive Director (Housing and Technical Resources) Subject: Westwood Community Hall, Riverton Drive, East Kilbride – Lease to The Westwood Community Centre 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise of the request for a concessionary lease of Westwood Community Hall to The Westwood Community Centre 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 Westwood Community Hall, Riverton Drive, East Kilbride, be leased to The Westwood Community Centre, subject to the terms and conditions outlined in Section 5 of the report; and (2) that the Executive Director (Housing and Technical Resources), in conjunction with the Head of Administration and Legal Services, be authorised to conclude all matters in respect of the lease and enter into the necessary legal agreements on terms which are in the best interests of the Council. [1recs] 3. Background 3.1. The subjects at Westwood Community Hall, Riverton Drive, East Kilbride are, managed by South Lanarkshire Leisure and Culture (SLLC). 3.2. Following a review of its business plan, the SLLC Board announced that it could not sustain service delivery from this and a number of other facilities and confirmed its intention to return the building to the control of the Council. 3.3. In response to this, the Council announced the introduction of the Community Fightback Fund which would allow venues including Westwood to continue to be funded and operated by SLLC, whilst interest from local community groups was sought and developed. 3.4. The Westwood Community Centre formed and approached the Council with a request for an annual lease of the subjects to enable the facility to re-open as a community centre to serve the local area. The lease will enable them to operate the facility whilst developing an application for a longer lease in future via the full Community Asset Transfer (CAT) process. 11 111
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3.5. In previous reports to Committee, this type of agreement has been described as a “CAT Light”, however, this phrase has led to some confusion. These will now be termed as Concessionary Leases as this more accurately reflects the nature of the agreement. 3.6. At this point, this is not a formal CAT request in terms of the Community Empowerment (Scotland) Act 2015, however, the application to lease has been assessed following the established CAT procedure. The Community Asset Transfer Working Group has recommended that that the applicants be granted a 100% rent reduction for the annual lease. 3.7. Property 3.7.1. The extent of the property is shown on the attached plan and as there is no change of use or development proposed, planning consent will not be required. 3.7.2. The facility continues to be operated by SLLC via Community Fightback Fund. If agreed, the responsibility of operating and financing the Hall will revert to The Westwood Community Centre and SLLC will no longer have any involvement in its future operation. At this time there are no other operational requirements for the building. 3.7.3. The in-house valuer has placed a rental value of £17,100 per annum. 3.8. Organisation 3.8.1. The Westwood Community Centre group is newly formed as a SCIO specifically to continue to operate this facility. It was established as a Registered Charity Registration No SCO53442 on 17 June 2024. 3.8.2. The purposes of the organisation are:- ♦ the advancement of citizenship, community development and engagement including the betterment of Westwood and surrounding area and supporting the local voluntary sector ♦ the provision of recreational activities or of a venue for the provision of such activities with the object of improving the conditions of life for persons for whom the activities are primarily intended ♦ the advancement of local arts, heritage, culture, and science ♦ the advancement of environmental protection and improvement ♦ the support of elderly disabled or otherwise disadvantaged groups or individuals within the community 3.8.3. The Westwood Community centre group is made up of local residents, and representatives of other local community groups who wish to work together to continue to operate the facility on behalf of the local residents. 3.8.4. The organisation has 3 trustees, 3 office bearers and the involvement of a number of representatives of local community groups who are interested in using and assisting with the operation of the facility. 112
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3.9. Project 3.9.1. The proposal is to re-open the facility as a community hall and then, through its management, develop additional activities which will evidence a sustainable operating model and support a future CAT application. The grant of an annual lease will allow the organisation to assess the viability of the proposal and solidify their operating model. 3.9.2. The organisation has several ideas for the use of the facility and is keen to limit the impact of the hall’s closure on local community groups. 4. Assessment 4.1. Although newly formed, The Westwood Community Centre has the involvement of a number of individuals from diverse backgrounds who provide skills and experience which should contribute towards the operating model being firmly established and operated professionally. They are receptive to partnership working and continue to seek to grow their network and in doing so improve their ability to deliver and meet the needs of the community whilst achieving financial sustainability. 4.2. The property is suitable for the proposed use. The availability of grant revenue funding assistance being provided by the local windfarm funding will ensure financial viability in the short to medium term. 4.3. The grant of the annual lease will enable the facility to re-open and relieve the Council of the costs of empty property rates, utility charges, insurance costs and repairs. 4.4. The risks associated with the proposed lease are considered low, given both the status of the organisation and that the request is for a year-to-year lease. 4.5. The Council has no alternative operational requirement for the subjects. Should the lease prove unsustainable, the Council will have the ability to resume full ownership and consider the future of the property, however, a significant capital receipt could only be generated through a change of designation in the Local Development Plan. 5. Proposal 5.1. It is proposed to lease the subjects at Westwood Community Hall, Riverton Drive, East Kilbride to The Westwood Community Centre on the following principal terms and conditions:- 1. the lease will be to The Westwood Community Centre 2. the lease will be for a period of 1 year 3. the date of entry to be agreed 4. the rental shall be £1 per annum, if asked 5. the lease to be fully repairing and insuring. Neither the tenant nor the landlord will be responsible for any major repair works that may be required to the premises 6. the tenants will be required to obtain and exhibit as required, public liability insurance to the value of £5 million for any one claim 7. the Council will insure the property and recover the costs from the tenants 8. the property will be used as a sports facility, community hall and offices 9. the tenants to be responsible for any rates or property charges resulting from their occupation and use of the subjects 10. assignation and subletting (excluding hourly lets) will not be allowed without the Council's express consent 113
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11. each party to be responsible for their own legal costs, however, the tenants will require to pay any registration fees and Land and Buildings Transaction Tax (LBTT) if required 5.2. At the expiry of the lease, the Council will consider renewal of the lease subject to being satisfied as to the operation of the subjects by the group and evidence of community benefits. 6. Employee Implications 6.1. There are no employee implications associated with this report. 7. Financial Implications 7.1. The lease will result in a saving in void property costs including empty rates, insurance and utility standing charges and repairs and maintenance, estimated to be £35,000 per annum. 8 Climate Change, Sustainability and Environmental Implications 8.1. There are no issues in relation to climate change, sustainability or the environment contained within this report. 9. Other Implications 9.1. None. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 10.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Stephen Gibson Executive Director (Housing and Technical Resources) 10 October 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Caring, connected, sustainable communities. List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Craig Jardine, Head of Property Services Ext: 4073 (Tel: 01698 454073) email: craig.jardine@southlanarkshire.gov.uk 114
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 27 November 2024 Report by: Executive Director (Housing and Technical Resources) Subject: Acquisition of 2 Former Church Sites at Reid Street and Backmuir Road, Hamilton from JR Group 1. Purpose of Report 1.1. The purpose of the report is to:-[purpose] seek approval to acquire 2 former Church sites at Backmuir Road (Appendix 1) and Reid Street (Appendix 2), Hamilton from the JR Group on which 48 affordable housing properties will be constructed by the JR Group for inclusion in the Council’s housing stock [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) the acquisition of the 2 former church sites at Backmuir Road and Reid Street, Hamilton from the JR Group and the funding package for the acquisition of those sites and the construction by JR Group on those sites of 48 affordable homes at for a total price of £11,850,000 (which includes the cost of land); (2) that the Executive Director (Housing and Technical Resources), in conjunction with the Head of Administration and Legal Services, be authorised to conclude all matters pertaining to these transactions and to enter into all necessary legal agreements on terms which are in the best interests of the Council; and (3) to note that the award of a negotiated works contracts to the JR Group for the construction of the 48 affordable housing units on the 2 former church sites will be secured in accordance with Council’s Standing Orders on Contracts. 3. Background 3.1. The Local Housing Strategy 2022 to 2027 was approved at Executive Committee on 30 November 2022. In doing so, it was noted that the Council and its partners gave a commitment to actively seek opportunities to develop housing across South Lanarkshire to meet housing need and support social and economic regeneration. 3.2. At the same meeting, the Executive Committee approved a new affordable housing supply target for the Council, aiming to deliver an additional 1,300 homes by 31 March 2027. The proposal was for this to be delivered through a combination of new Council homes and the acquisition of existing homes from the market, with the new sites set out within the Strategic Housing Investment Plan (SHIP). 12 117
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3.3. To seek to accelerate the Council’s affordable housing programme, in late 2023 the Council published a Prior Information Notice (PIN) seeking proposals from parties that had access to land for residential development and who would be interested in delivering affordable housing for the Council. A number of development opportunities were received as a result of the PIN exercise, including the 2 former church sites at Backmuir Road and Reid Street presented by the JR Group. Each proposal received was considered on their own merits and assessed to determine whether they meet the Council’s needs taking account of the parameters for the outcomes the Council wished to secure as were identified in the PIN. 3.4. On 8 November 2023, the SHIP for the period 2024 to 2029 was approved by the Housing and Technical Resources Committee. This includes projects with a total potential capacity for delivering up to 2,442 affordable homes in South Lanarkshire over the 5-year period to March 2029 and included reference to the sites in Burnbank and Whitehill, Hamilton. 4. Proposal 4.1. Following the assessment of the JR Group’s proposals, which were received through the PIN exercise, 2 sites were identified with JR Group for which they could demonstrate exclusive rights over the land. The Council entered negotiations with JR Group to progress these proposals which will provide new affordable homes. The mix of houses across the 2 sites consists of 1 and 2-bedroom flats and 2-bedroom terraced houses. It is anticipated that these properties will be complete in 2026/2027. 4.2. A benchmarking exercise was carried out in accordance with previous developments where we can demonstrate similarities in house types and gross internal floor areas utilising previous cost information and similar developments. The costing and financial proposals provided by the JR Group have been assessed by the Council and the funding package presents value for money. 4.3. Therefore, it is proposed to acquire the 2 former church sites on which the JR Group will construct 48, subject to the following principal conditions:- the Council will acquire title to the 2 former Church sites in exchange for the land payments (each site being valued at £360,000) the balance for each property constructed will then be paid on completion of the following stages – Floor Slab, Wind & Watertight, and Completion the Council will receive a third-party warranty covering defects and structure for a period of no less than 10 years each party will be responsible for their own legal fees 4.4 Approval for the award of a works contract to the JR Group for the construction of the 48 properties on the 2 former Church sites will be secured in accordance with the requirements of the Council’s Standing Orders on Contracts. 5. Employee Implications 5.1. There are no employee implications. 118
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6. Financial Implications 6.1. Acquisition of the properties will be funded from the Housing Revenue Account, Capital Programme and will be eligible for Scottish Government Affordable Housing Supply Programme grant funding, which will reduce the overall cost to the Council. 6.2. The proposed purchase price for each unit type compares favourably with prices of similar new properties on the open market. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability or the environment in terms of the information contained within the report. All homes will be built to Housing for Varying Needs standards and Silver aspect 2 level for energy standards. 8. Other Implications 8.1. Should the acquisition of the 2 sites from the JR Group and the construction of the 48 homes by the JR Group not progress, it will impact the Council’s ability to meet increasing housing need in the Hamilton area and reduce our ability to deliver additional Council homes. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 9.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Stephen Gibson Executive Director (Housing and Technical Resources) 6 November 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Good quality, suitable and sustainable places to live Previous References Housing and Technical Resources Committee – 8 November 2023 Executive Committee – 30 November 2022 List of Background Papers Local Housing Strategy 2022 to 2027 – Executive Committee, 30 November 2022 Housing Supply Target – Executive Committee, 30 November 2022 Strategic Housing Investment Programme 2024 to 2029 – Housing and Technical Resources Committee, 8 November 2023 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Derek Craig, Property Manager (Consultancy Services) Ext: 3517 (Tel: 01698 453517) E-mail: Derek.Craig@southlanarkshire.gov.uk 119
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 27 November 2024 Report by: Executive Director (Housing and Technical Resources) Subject: Acquisition of Houses at Landsdale, Newhouse Road, East Kilbride (EK CGA Site D) - Section 75 Planning Reference PL/09/0218 1. Purpose of Report 1.1. The purpose of the report is to:-[purpose] seek approval to acquire 56 homes at their Bellway Landsdale Development, Newhouse Road, East Kilbride from Bellway Homes, for inclusion in the Council’s housing stock in fulfilment of the Planning obligations associated with the development of the residential sites [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the acquisition of 56 completed affordable homes from Bellway Homes for a total price of £11,360,000 (which includes the cost of land), to fulfil the Planning obligations associated with the residential development of the sites, be approved; and (2) that the Executive Director (Housing and Technical Resources) be given Delegated Authority to authorise the transactions and instruct Legal Services to conclude transactions, in the appropriate manner and in the best interests of the Council, with each individual transaction being in excess of the current £100k acquisition limit under the existing delegated powers arrangements. 3. Background 3.1. The Local Housing Strategy 2022 to 2027 was approved at Executive Committee on 30 November 2022 and highlights a commitment by the Council and its partners to actively seek opportunities to develop housing across South Lanarkshire to both meet housing need and support social and economic regeneration. 3.2. Also on 30 November 2022, Executive Committee approved a new affordable housing supply target for the Council, aiming to deliver an additional 1,300 homes by 31 March 2027. This will be delivered through a combination of new Council homes and the acquisition of existing homes from the market, with the new sites set out within the Strategic Housing Investment Plan which is updated on an annual basis. 3.3. On 8 November 2023, the Strategic Housing Investment Programme 2024 to 2029 was approved by Housing and Technical Resources Committee. This includes projects with a total potential capacity for delivering up to 2,442 affordable homes in South Lanarkshire over the 5-year period to March 2029 and included reference to properties within the Bellway development off Newhouse Road, East Kilbride. 13 125
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4. Proposal 4.1. In March 2023, the Council entered discussions with Bellway Homes to fulfil their planning obligation for new affordable homes through a turnkey arrangement with the Council paying staged payments for each key stage completed for each house. The mix of houses across the sites consists of 3 and 4-bedroom terraced houses and 2- bedroom cottage flats. It is anticipated that these houses will be complete in 2025/2026. 4.2. The proposal provided by Bellway Homes has been assessed by the Council’s relevant technical and commercial services as presenting value for money for the Council. 4.3. Therefore, it is proposed to acquire 56 completed houses from Bellway Homes, subject to the following principal conditions:- the Council will pay a land payment of £1.14million prior to works commencing and take ownership of the site the balance for each unit will then be paid in the following stages – Floor Slab, Wind & Watertight, and Completion the Council will receive a third-party warranty covering defects and structure for a period of no less than 10 years each party will be responsible for their own legal fees 5. Employee Implications 5.1. There are no employee implications. 6. Financial Implications 6.1. Acquisition of the properties will be funded from the Housing Revenue Account, Capital Programme and will be eligible for Scottish Government Affordable Housing Supply Programme grant funding which will reduce the overall cost to the Council. 6.2. The proposed purchase price for each unit type compares favourably with the asking prices of the same house types within the development and prices of similar new properties on the open market. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability or the environment in terms of the information contained within the report. All homes will be built to Housing for Varying Needs standards and Silver aspect 2 level for energy standards. 8. Other Implications 8.1. Should the acquisition of the 56 homes from Bellway Homes not progress, it will impact the Council’s ability to meet increasing housing need in the East Kilbride area and reduce our ability to deliver additional Council homes. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 9.2. There was no requirement to undertake any consultation in terms of the information contained in this report. 126
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Stephen Gibson Executive Director (Housing and Technical Resources) 6 November 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Good quality, suitable and sustainable places to live Previous References Housing and Technical Resources Committee – 8 November 2023 Executive Committee – 30 November 2022 List of Background Papers Local Housing Strategy 2022 to 2027 – Executive Committee, 30 November 2022 Housing Supply Target – Executive Committee, 30 November 2022 Strategic Housing Investment Programme 2024 to 2029 – Housing and Technical Resources Committee, 8 November 2023 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Derek Craig, Property Manager (Consultancy Services) Ext: 3517 (Tel: 01698 453517) E-mail: Derek.Craig@southlanarkshire.gov.uk 127
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 27 November 2024 Report by: Executive Director (Housing and Technical Resources) Subject: Acquisition of Land and Construction of Properties at Dale Avenue, Cambuslang - Section 75 Planning Reference PL/21/1901 1. Purpose of Report 1.1. The purpose of the report is to:-[purpose] seek approval to acquire an area of land at Dale Avenue, Cambuslang from Dawn Homes, on which 17 affordable housing properties will be constructed by Dawn Homes, for inclusion in the Council’s housing stock in fulfilment of the planning obligations associated with the development of this residential site [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) the acquisition of the area of land at Dale Avenue, Cambuslang from Dawn Homes and the funding package for the acquisition of that land and construction by Dawn Homes on that area of land of 17 affordable homes for a total price of £3.5m (which includes the cost of land), to fulfil the planning obligations associated with the residential development previously entered into; (2) that the Executive Director (Housing and Technical Resources), in conjunction with the Head of Administration and Legal Services, be authorised to conclude all matters pertaining to these transactions and to enter into all necessary legal agreements on terms which are in the best interests of the Council; and (3) to note that the award of a negotiated works contract to Dawn Homes for the construction of the 17 affordable housing units on the land to be acquired, as recommended at Clause 1, will be secured in accordance with the Council’s Standing Orders on Contracts. 3. Background 3.1. The Local Housing Strategy 2022 to 2027 was approved at Executive Committee on 30 November 2022. In doing so, it was noted that the Council and its partners gave a commitment to actively seek opportunities to develop housing across South Lanarkshire to meet housing need and support social and economic regeneration. 3.2. At the same meeting, the Executive Committee approved a new affordable housing supply target for the Council, aiming to deliver an additional 1,300 homes by 31 March 2027. The proposal was for this to be delivered through a combination of new Council homes and the acquisition of existing homes from the market, with the new sites set out within the Strategic Housing Investment Plan (SHIP). 14 129
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3.3. On 8 November 2023, the Strategic Housing Investment Programme 2024 to 2029 was approved by the Housing and Technical Resources Committee. This includes projects with a total potential capacity for delivering up to 2,442 affordable homes in South Lanarkshire over the 5-year period to March 2029 and made reference to a site in Cambuslang. 4. Proposal 4.1. In February 2024, the Council entered discussions with Dawn Homes to fulfil their planning obligations in terms of the provisions detailed within the Section 75 Agreement, entered into by the Council and Dawn Homes which required Dawn Homes to provide a site for the delivery of affordable housing, whereby the Council would pay 50% of the market value of the site provided. 4.2. The Section 75 Agreement does not entitle Dawn Homes to construct the affordable housing properties on the land provided to the Council. The construction of the affordable housing on that land will be procured via a works contract, approval for which will be secured in accordance with the requirements of the Council’s Standing Orders on Contracts. The mix of properties across the land consists of a mix of 2, 3 and 4-bedroom terraced houses and 2-bedroom flats. It is anticipated that these properties will be completed in between 2025 and 2027. 4.3. As part of the discussions with the Dawn Group, the costing and financial proposals provided by Dawn Homes have been assessed by the Council and the funding package presents value for money for the Council. 4.4. Therefore, it is proposed to acquire the land on which Dawn Homes will construct 17 affordable homes, subject to the following principal conditions:- the Council will acquire title to the land in exchange for the land payment (the site being valued, and payment determined in line with the planning obligations in terms of the S75 Section Agreement to acquire at 50% market value at £170k) the balance for each property constructed will then be paid on completion the following stages – Floor Slab, Wind & Watertight, and Completion the Council will receive a third-party warranty covering defects and structure for a period of no less than 10 years and each party will be responsible for their own legal fees 5. Employee Implications 5.1. There are no employee implications. 6. Financial Implications 6.1. Acquisition of the land and contract for the construction of the properties will be funded from the Housing Revenue Account, Capital Programme and will be eligible for Scottish Government Affordable Housing Supply Programme grant funding which will reduce the overall cost to the Council. 6.2. The proposed purchase price for each unit type compares favourably with the asking prices of the same house types within the development and prices of similar new properties on the open market. 130
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7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability or the environment in terms of the information contained within the report. All homes will be built to Housing for Varying Needs standards and silver aspect 2 level for energy standards. 8. Other Implications 8.1. Should the acquisition of the land from Dawn Homes and the construction of the 17 homes from Dawn Homes not progress, it will impact the Council’s ability to meet increasing housing need in Cambuslang area and reduce our ability to deliver additional council homes. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 9.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Stephen Gibson Executive Director (Housing and Technical Resources) 6 November 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Good quality, suitable and sustainable places to live Previous References Housing and Technical Resources Committee – 8 November 2023 Executive Committee – 30 November 2022 List of Background Papers Local Housing Strategy 2022 to 2027 – Executive Committee, 30 November 2022 Housing Supply Target – Executive Committee, 30 November 2022 Strategic Housing Investment Programme 2024 to 2029 – Housing and Technical Resources Committee, 8 November 2023 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Derek Craig, Property Manager (Consultancy Services) Ext: 3517 (Tel: 01698 453517) E-mail: Derek.Craig@southlanarkshire.gov.uk 131
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 27 November 2024 Report by: Executive Director (Housing and Technical Resources) Subject: Delegated Authority Report – Update 1. Purpose of Report 1.1. The purpose of the report is to:- advise on transactions processed by delegated authority by Property Services during Quarter 2 of 2024/2025 [1purpose] 2. Recommendation(s) 2.1. The Housing and Technical Resources Committee is asked to approve the following recommendation(s):- (1) that the transactions processed by delegated authority by Property Services during Quarter 2 of 2024/25 be noted; and (2) that the short-term leases for Carstairs Junction Hall, Pettinain Hall, Coulter Hall, Crossford Hall and Thankerton Hall, be noted. 3. Background 3.1. The Executive Director (Housing and Technical Resources) has delegated authority to deal with various transactions, including:- ♦ leases of a value up to £50,000 per annum and a maximum period of 20 years ♦ rent reviews up to an increase of £20,000 per annum ♦ disposals up to a value of £200,000 ♦ acquisitions up to a value of £200,000 3.2. In addition, at the South Lanarkshire Council meeting on 27 March 2024, temporary authority was granted to the Executive Director (Housing and Technical Resources), in conjunction with the Head of Administration and Legal Services, to enter into short term lease arrangements for the properties affected by the budget setting decisions made by the Council and South Lanarkshire Leisure and Culture on 21 February and 28 February 2024 respectively. 5 leases have been approved during this period as follows:- Property Tenant Conclusion of Missives Carstairs Junction Hall Soul of The Junction SCIO To Be Agreed Pettinain Hall Sustainable Pettinain SCIO To Be Agreed Coulter Hall Coulter Community Trust SC053346 To Be Agreed Crossford Hall Crossford Community Hall SC053375 To Be Agreed Thankerton Hall Thancard Trust SCIO 51909 25/09/2024 15 133
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3.3. Delegated authority reports are prepared by case officers and submitted to the Head of Property Services for approval, once provisional agreement has been reached with the third party. A weekly list of approved reports is published on the Council’s intranet under “Estates Property Transactions”. 3.4. The delegated reports provide authority for officers to progress transactions and, where appropriate, to instruct Legal Services. The receipt of any monies arising from the transactions occurs at a date in the future once missives have been concluded and any suspensive conditions met. It should be noted that some transactions may never settle. 4. Summary Quarter 2, 2024/2025 4.1. The summary of transactions progressed under delegated authority during Quarter 2 of 2024/2025 is shown in Appendix 1, column 2, however, can be summarised as follows:- Total number of transactions 84 Total value of lease transactions £187,174 per annum Total value of capital transactions £3,192271 Total number of miscellaneous transactions 3 4.2. The overall profile of the volume and value of transactions during 2024/2025 generally compares with previous years. 5. Employee Implications 5.1. There are no employee implications. 6. Financial Implications 6.1. The rental income to the Council is increased as a result of the new lettings and lease renewals. 6.2. Disposals generate additional capital monies for the Council’s Capital Programme. 6.3. Acquisitions are carried out in accordance with project plans and approved capital budgets, to enable investment programmes to proceed. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no issues in relation to climate change, sustainability and environment contained within this report. 8. Other Implications 8.1. There is a low risk that the rental and capital receipts identified within these delegated authority reports are not achieved if, for reasons out with the Council’s control, the tenant/ purchaser chooses not to proceed with the transactions. However, Property Services has in place procedures and consultations intended to minimise this risk. 9. Integrated Impact Assessment and Consultation Requirements 9.1. Consultation takes place with the occupying Resource, Planning, Roads and Legal Services, on a transaction-by-transaction basis as and when required. 134
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9.2. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. Stephen Gibson Executive Director (Housing and Technical Resources) 17 October 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Housing and Technical Resources Committee, 18 September 2024 Housing and Technical Resources Committee, 19 June 2024 South Lanarkshire Council, 27 March 2024 List of Background Papers Plans and drawings of the property involved in these transactions can be obtained from the Assets and Estates Team, Property Services Weekly List of Delegated Authority Transactions can be obtained on the Council’s intranet Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Craig Jardine, Head of Property Services Ext: 4073 (Tel: 01698 454073) email: craig.jardine@southlanarkshire.gov.uk 135
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Appendix 1 Delegated Authority Transactions Transaction Type Quarter 2 2024/25 No Value Lease Renewal 0 £0 New Lease/ Licence Landlords Consent 29 0 £187,174 £0 Assignation 3 £0 Rent Review 0 £0 Total Revenue 32 £187,174 Disposal 4 £48,001 Compensation 7 £23,270 Wayleave/Servitude 0 £0 Acquisition Title Waiver 37 1 £3,120,500 £500 Total Capital 49 £3,192,271 Miscellaneous 3 £1 136
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 27 November 2024 Report by: Executive Director (Housing and Technical Resources) Subject: Annual Report on the Charter (ARC) 2023/2024 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on the Scottish Social Housing Charter and the requirement to produce an Annual Report on the Charter (ARC) covering performance during 2023/2024 provide an update on arrangements to monitor and report on Charter progress throughout 2024/2025 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the Council’s reported performance and contextual information for the Scottish Social Housing Charter and comparisons with other landlords at Appendix 1, be noted; and (2) that the continuing use of the Charter for ongoing scrutiny by the Scottish Housing Regulator (SHR), tenants and other service users, be noted. 3. Background 3.1. The Housing (Scotland) Act 2010 introduced a statutory requirement to report on a range of performance measures and indicators which form the basis of the Scottish Social Housing Charter (SSHC) and publish an annual report on performance. The Scottish Housing Regulator (SHR) is responsible for monitoring and reporting on overall national performance for all social housing landlords and will use the Charter as part of its risk-based approach to landlord scrutiny. 3.2. The Charter currently contains 32 measures of performance. These reflect a mixture of qualitative (survey-based information) as well as a range of efficiency and effectiveness measures. The Charter contains 1 indicator which is specific to Registered Social Landlords (RSLs) and 1 indicator that is solely relevant to local authorities. In addition, there are also 9 contextual indicators, 8 of which relate to both councils and RSLs with one applying only to RSLs. 3.3. In line with requirements set out by the SHR, the Resource submitted its 2023/2024 performance information to the Regulator on 23 May 2024. 16 137
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4. Annual Report on the Charter 2023/2024 4.1. The SHR published a national report on the Charter at the end of August 2024 covering 16 of the indicators. This report sets out the performance for 2023/2024 of all 166 social housing landlords in Scotland. 4.2. The SHR also publishes an electronic version of the Charter information which is available through the SHR website and provides data on the Charter indicators for all landlords. 4.3. For the reporting year 2023/2024, the Charter requires that the Council publishes a more detailed annual report on its performance by the end of October 2024. Tenants involved in the Tenants Participation Co-ordination Group (TPCG) have contributed to the development of the style and format of the Council’s report on performance. This will be available via the Council’s website from 31 October 2024 and also published within ‘Housing News’, which will be issued during November 2024. 4.4. The Council’s Charter report is consistent with previous annual reports on performance, covering the list of reported indicators published by the SHR as well as a number of other contextual and performance measures relating to the service. As appropriate and where available, the Council’s published report also provides comparison with both the Scottish average and that of other local authority landlords. 5. South Lanarkshire Council Performance 2023/2024 5.1. Based on the SHR’s report on the Charter, the summary at Appendix 1 sets out the indicators and provides a comparison, over the 2 previous years (where available), against both the Scottish average for all social landlords and that of the other 26 Scottish local authority landlords. 5.2. The 16 reported indicators include 4 measures which set out context in terms of the size and scale of the landlord. 5.3. There are 5 indicators where performance improved in the last year, importantly these include:- ♦ rent collected as % of total rent due increased from 99.10% to 99.51% ♦ average length of time taken to re-let properties decreased from 27.76 days to 22.15 days ♦ % of stock meeting the Scottish Housing Quality Standard (SHQS) increased from 79.73% from 83.59% ♦ % of rent due lost through properties being empty during the last year decreased 0.62% to 0.51% ♦ % of reactive repairs carried out in the last year completed right first time – increased from 99.6% to 99.7% 5.4. A summary of the position and context in relation to 3 indicators where performance reduced is detailed below:- ♦ average days to complete non-emergency repairs has increased this year by 2.9 days from 11.63 days to 14.53 days. This can be attributed to the suspension of repairs June-September ♦ average length of time taken to complete emergency repairs increased from 5.36 hours to 6.55 hours. The reduction in performance resulted from the Personal Digital Assistance (PDA) system being down for a period of time which resulted in repairs being closed late 138
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♦ the percentage of reported and subsequently resolved anti-social behaviour cases in the year reduced from 96.8% to 94.71%. 1,128 cases resolved of 1,191 cases. The slight reduction in performance did not relate to a specific services issue and the 5.29% (63 cases), these remain open cases and currently progressing in line with Council procedure 5.5 Of the remaining 4 customer satisfaction indicators, 3 are updated on a 3 yearly basis with 1 updated annually, with the results remaining the same as reported in last year’s charter return. 6. Next Steps 6.1. A key objective of the Charter process is to ensure robust scrutiny and consideration of the performance of landlords. As trends emerge, the comparative aspect of performance with others will inform and reflect on areas for future tenant and service user scrutiny and potential areas for service improvement. 6.2. The Resource Plan (2024/2025) includes the majority of the Charter indicators and during the current year, these will continue to be monitored and reported as part of the 6-monthly updates on the Resource Plan to the Housing and Technical Resources Committee. 6.3. The comparative aspect of performance continues to be a focus for the Council and its service users as well as the SHR in assessing and scrutinising local and national trends in performance. 7. Employee Implications 7.1. There are no employee implications as a result of this report. 8. Financial Implications 8.1. There are no financial implications as a result of this report. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 10. Other Implications 10.1. There are no implications for risk in terms of the information contained within this report. 10.2. The content of this report will contribute to the evidence to support the requirements of the Annual Assurance Statement. 11. Integrated Impact Assessment and Consultation Requirements 11.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefor,e no impact assessment is required. 11.2. Consultation and involvement have taken place with service users through the survey process for a number of indicators and with the Tenant Participation Coordination Group on the new Charter report. 139
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Stephen Gibson Executive Director (Housing and Technical Resources) 5 November 2024 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable Good quality, suitable and sustainable places to live Previous References Housing and Technical Resources Committee – Annual Report on the Charter 2018-2019, 25 November 2020 Housing and Technical Resources Committee – Annual Report on the Charter 2020/2021, 21 September 2021 Housing and Technical Resources Committee – Annual Report on the Charter 2021/22, 5 October 2022 Housing and Technical Resources Committee – Annual Report on the Charter 2022/23, 5 November 2023 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Sharon Egan, Head of Housing Services Ext: 5611 (Tel: 01698 455611) E-mail: sharon.egan@southlanarkshire.gov.uk 140
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Appendix 1 Housing and Technical Resources Projected return to the Charter 2023-24 No Scottish Charter Indicators SLC 21/22 SLC 22/23 SLC 23/24 Scottish Local Authority Average 23/24 Scottish Average 23/24 1 % of tenants satisfied with the overall service provided by the Council (their landlord). 90.3% 91.91% 91.91% 79.5% 86.5% 2 % of tenants who feel their landlord is good at keeping them informed about their services and decisions. 92.4% 96.14% 96.14% 82.9% 90.5% 3 % of tenants satisfied with the opportunities given to them to participate in their landlord’s decision- making processes. 91.1% 97.33% 97.33% 80.9% 87.7% 4 % of stock meeting the Scottish Housing Quality Standard (SHQS). 72.25% 80.00% 83.59% 77.9% 84.4% 5 Average length of time taken to complete emergency repairs. 4.24 hours 5.36 hours 6.55 hours 4.3 hours 4.0 hours 6 Average length of time taken to complete non- emergency repairs. 11.76 days 11.63 days 14.53 hours 10.0 days 9.0 days 7 % of reactive repairs carried out in the last year completed right first time. 99.76% 99.6% 99.68% 88.8% 88.4% 8 % of tenants who have had repairs or maintenance carried out in last 12 months satisfied with the repairs and maintenance service. 91.0% 89.0% 89.0% 86.7% 87.3% 9 % of anti-social behaviour cases reported in the last year which were resolved. 94.3% 96.8% 94.7% 90.9% 94.3% 10 % of rent due lost through properties being empty during the last year. 0.60% 0.62% 0.51% 1.79% 1.40% 11 Rent collected as % of total rent due in the reporting year. 98.28% 99.10% 99.51% 99.3% 99.4% 12 Average length of time taken to re-let properties in the last year. 21.50 days 27.76 days 22.15 days 72.6 days 56.7 days C The landlords wholly owned stock 25,328 25,438 25,742 N/A N/A C Average Weekly Rent £74.55 £76.73 £79.27 N/A N/A 141
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No Scottish Charter Indicators SLC 21/22 SLC 22/23 SLC 23/24 Scottish Local Authority Average 23/24 Scottish Average 23/24 C Rent increase for next financial year 2.20% 3.50% 6.50% 5.75% 6.05% C Total Rent Due £96,540,465 £100,155,288 £104,440,714 N/A N/A 142
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 27 November 2024 Report by: Executive Director (Housing and Technical Resources) Subject: Scottish Housing Regulator – Annual Return on the Scottish Social Charter – A Consultation 1. Purpose of Report 1.1. The purpose of the report is to provide an update to Committee on:- the consultation on the Annual Return on the Scottish Social Charter the Council’s response which was submitted to the Scottish Housing Regulator in advance of the set timescale of 8 November 2024 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s): - (1) that the South Lanarkshire Council response to the Scottish Housing Regulator’s consultation on the Annual Return on the Scottish Social Charter be noted. [1recs] 3. Background 3.1. The Scottish Housing Regulator (SHR) was established in 2011 as an independent body directly accountable to the Scottish Government to regulate registered social landlords (RSL’s) and local authority housing and homelessness services. The SHR does this by assessing and reporting on how social landlords are delivering their housing services, RSL’s financial well-being and standards of governance and where necessary, the SHR will intervene to secure improvements where required. 3.2. During 2023, the SHR consulted on the future of social housing regulation in Scotland and published their revised framework in February 2024. 3.3. During their consultation on the revised Regulatory Framework, the SHR noted proposals to develop and introduce to specific indicators on tenant and resident safety within the Annual Return on the Charter (ARC). It was also proposed to develop appropriate monitoring of the effectiveness of landlords’ approach to managing reports and instances of damp and mould. Whilst also inviting views on the continuing appropriateness of existing ARC indicators. 17 143
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3.4. There was general support from respondents for indicators on tenant and resident safety. There was a strong view, especially amongst landlords, that indicators on damp and mould will need to be carefully developed and defined, and a number of respondents suggested that a cross-sector working group was established, with appropriate experts to develop these. 3.5. This consultation on the ARC by the SHR now seeks views on the proposed revisions to the indicators. 4. Overview of the Consultation of the Annual Return on the Charter 4.1. The consultation is wholly focused on proposed changes to Charter indicators and is structured around the following: - Removal of the following indicators:- ♦ Indicator 14: Tenancy offers refused during the year – details available in relation to another indicator ♦ Indicator 20: Total cost of adaptations completed in the year by source of funding - appropriate performance information available in relation to another indicator ♦ Indicators 23 and 24: Homelessness referrals to other landlords - as this information is already collected and published by the Scottish Government ♦ Contextual Indicator 3: Number of lets during the reporting year - details available in relation to another indicator ♦ Contextual Indicator 4: Abandoned homes - detail is available via another indicator Amend the following Indicators:- Indicator 10: Reactive repairs completed right first time - SHR note that there are too many recording anomalies across landlords, particularly in relation to what repairs and what timescales are and are not to be included. SHR are proposing to simplify this indicator by asking landlords to report, of the reactive repairs which were completed, how many were reported again Indicator 15: Anti-social behaviour cases resolved - consultation paper notes that this indicator does not allow for meaningful benchmarking, so the SHR are proposing to add a further aspect to this, which is the number of anti-social behaviour cases per 100 homes Contextual Indicator 2: Lets in the reporting year by source of let - to support analysis of their contribution in each council area in which they operate, the SHR are proposing that RSLs report their lets to homeless households by local authority area Introduce the following indicators:- ♦ Long term voids - the SHR propose to re-introduce the previous ARC indicator ‘the number of self-contained properties void at the year end and of those, the number that have been void for more than six months. ♦ Electrical Safety: How many times in the reporting year did you not meet the requirement to complete an electrical safety inspection (EICR) within five years of the last EICR? We are proposing introducing a new indicator to measure any incidences where landlords do not meet the requirement set out in the Tolerable Standard to carry out an EICR within five years of the last EICR. Landlords will be asked to provide a reason/s for any such incidents 144
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♦ Fire Safety: Number of homes that do not have ‘satisfactory equipment for detecting fire and giving warning in the event of fire or suspected fire’ installed at the year end. Landlords will be asked to provide a reason/s for any such incidents. ♦ Average length of time taken to resolve cases of damp and/or mould Percentage of resolved cases of damp and/or mould that were reopened Number of open cases of damp and/or mould at the year end Should tenant and resident safety be included within the Annual Assurance Statement: - This will require landlords to provide explicit assurance in the Annual Assurance Statement (AAS) on the following issues – gas safety, electrical safety, water safety, fire safety, asbestos, damp and mould and lift safety 5. Proposed South Lanarkshire Council response 5.1. In preparing the response to the consultation, views were sought from officers across all relevant sections within Housing and Technical Resources (Housing and Property Services) 5.2. The proposed response to each of the key questions, is detailed in the table below: - Questions Summary of proposed response Question 1 There are some indicators which we do not routinely use in our regulatory assessment of social landlords’ performance. As part of the consultation, we are proposing to stop collecting the following indicators 14, 20, 23, 24, C3 and C4. Do you agree with our proposals to remove these indicators? We agree to the removal of the indicators below: - Indicator 14 - Percentage of tenancy offers refused during the year – we welcome the remove of this indicator as we consider there to be inconsistency with reporting due to variations of tenancy offers. Indicator 20 - Total cost of adaptations completed in the year by source of funding – we welcome the removal of this indicator as we feel this does not take into account the level of workmanship within each individual adaptation. Indicator 23 (Homelessness) –this indicator is applicable to RSLs only. Indicator 24 - Homelessness – the percentage of homeless households referred to RSLs under section 5 and through other referral routes. The Council, in common with other Local Authorities, operate a common housing register and agree targets with our HomeFinder partners, and the current indicator does not reflect this arrangement, and we therefore welcome the removal of the indicator. Indicator C3 - Number of lets during the reporting year, split between ‘general needs’ and ‘supported housing’ – we welcome the removal of this indicator as we already report on the overall number of lets (Indicator C2). 145
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Indicator C4 – Abandoned homes – we welcome the removal of this indicator as the information is already provided via another indicator. Question 2. Following feedback from stakeholders we propose to amend the following indicators 10, 15 and C2. Do you agree with our proposals to amend these indicators? We would welcome the proposed amendment to the identified indicators but, would highlight the importance of the Regulator allowing sufficient time for landlords to revise their collection and recording systems in advance of the date set for the introduction of revised indicators. The response notes comments on each of the proposals. Indicator 10 - Percentage of reactive repairs carried out in the last year completed right first time – we agree with the proposal to amend this indicator, however, clarification is required on the timescale between original repair to being reported again (timeframe). Also, further clarification would be required if a repair was reported towards the end of the financial year and raised again early in the new financial year. Indicator 15 - Percentage of anti-social behaviour cases reported in the last year which were resolved – we agree with the proposal to amend this target, however we do not agree with reintroducing the locally agreed targets as to the variation in targets across landlords’ does not provide for effective comparison. We strongly feel that by counting the number of cases received in the year against the number of cases resolved, still shows open cases as a ‘failure’, we would propose that Councils advise on the cases received and of them the % resolved and the % still open. Contextual Indicator 2: Lets in the reporting year by source of let - we are strongly supportive of the proposal that RSLs report their lets to homeless households by local authority area as it will give a clearer picture of an individual RSLs lets in each local authority area. Question 3 We also propose to introduce an additional indicator to monitor long term voids. Do you agree that we should collect an additional indicator in relation to long term voids? We welcome the proposal to include a long-term voids indicator with clear and concise technical guidance and definition of a long-term void. 146
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Question 4. We propose to collect two new indicators in relation to tenant and resident safety. Do you agree with the additional indicators we propose to collect in relation electrical safety and fire detection? The proposal to introduce two new indicators in relation to electrical safety and fire detection is welcomed by the Council, given the importance of tenant and resident safety and associated compliance requirements. At the same time the response highlights the need for clarification of the requirements in relation to the indicators to support consent and effective response Question 5 Do you agree with our proposed approach to collect landlords’ performance in relation to compliance with tenant and resident safety duties as part of the Annual Assurance Statements? We welcome the proposed approach to collect landlords’ performance in relation to tenant and resident safety within the Annual Assurance Statement. The council’s response notes, in order to promote consistency and clarity across the sector, it would be helpful if a standard format was developed to accompany this introduction. Question 6 Issues of damp and mould continue to be an important area of concern for tenants. We therefore, propose 3 new indicators in relation to damp and mould. Do you agree with our proposals to introduce these indicators? We agree with the introduction of 3 new indicators in relation to damp and mould. The council’s response notes that it will be important that revisions to regulatory focus in relation to this area provide the flexibility required to reflect the different scale and operating contexts of local authorities and RSLs. Question 7 Do you agree with the proposal to collect the “Average length of time taken to resolve cases of damp and/or mould” or would the “median” be more appropriate to measure the time to resolve cases of damp and/or mould? We would suggest that clear and specific guidance be provided for accuracy of reporting. We do not have a view on whether the mean or median would be most appropriate. Given, however, the varying timescales to complete different levels and types of damp and mould repairs such as: - 1. Rising Damp - failed damp course 2. Penetrating damp - leaky roof 3. Traumatic Damp - leaky pipe in bathroom coming through kitchen ceiling We would suggest it would be helpful to report on all 3 categories separately. Question 8 Damp and mould is a complex area for landlords. The Council consider the new indicators to be clearly defined, however, we would also welcome specific guidance to ensure accuracy and consistency with reporting across landlords. 147
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Are the new indicators we propose on damp and mould clearly defined? We would also suggest that further discussion with industry experts would be appropriate in advance of introduction. 6. Impact for South Lanarkshire Council 6.1. When implemented, the revisions to the ARC will require revisions to existing statistical collation and recording systems. Progress with the review of the ARC will be tracked and changes progressed as necessary by the Resource. 6.2. On reviewing feedback, the SHR will publish final versions of the Charter indicators in a revised Technical Guidance and list of FAQs. They aim to publish these in January 2025, to allow social landlords to start collecting the data from 1 April 2025 7. Employee Implications 7.1. There are no employee implications associated with this report. 8. Financial Implications 8.1. There are no financial implications associated with this report. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 9.2. There are no sustainable development issues associated with this report. 10. Other Implications 10.1. There are no other implications in terms of the information contained within this report. 10.2. The content of this report will contribute to the evidence to support the requirements of the Annual Assurance Statement. 11. Integrated Impact Assessment and Consultation Requirements 11.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 11.2. Consultation has taken place with key staff groups and with service users through the Tenant Participation Coordination Group. Stephen Gibson Executive Director (Housing and Technical Resources) 5 November 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent 148
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Previous References Housing & Technical Resources Committee 8 November 2023 List of Background Papers Annual return on the Scottish Social Housing Charter – A consultation September 2024 Review of Scottish Social Housing Charter Consultation – A consultation June 2021 Our Regulation of Scottish Housing – a discussion Paper January 2018 Our Regulation of Scottish Housing – a Consultation October 2018 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Lynn Hayes Ext: 845 4823 E-mail: lynn.hayes@southlanarkshire.gov.uk 149
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Annual Return on the Scottish Social Housing Charter Consultation questions We welcome your general feedback on our proposals as well as answers to the specific questions we have raised. You can read our consultation paper on our website at www.housingregulator.gov.scot Please do not feel you have to answer every question unless you wish to do so. Send your completed questionnaire to us by Friday 8 November 2024. By email @: consultations@shr.gov.scot Or post to: Scottish Housing Regulator 5th Floor, 220 High Street Glasgow G4 0QW Name/organisation name Cameron Mitchell, South Lanarkshire Council Address Almada Street Hamilton Postcode ML3 0AA Phone 01698 454862 Email cameron.mitchell@southlanarkshire.gov.uk How you would like your response to be handled To help make this a transparent process we intend to publish on our website the responses we receive, as we receive them. Please let us know how you would like us to handle your response. If you are responding as an individual, we will not publish your contact details. Are you happy for your response to be published on our website? Yes X No If you are responding as an individual: Please tell us how you would like your response to be published. Pick 1 Publish my full response, including my name X Please publish my response, but not my name Appendix 1 150
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1. There are some indicators which we do not routinely use in our regulatory assessment of social landlords’ performance. As part of the consultation, we are proposing to stop collecting the following indicators 14, 20, 23, 24, C3 and C4. Do you agree with our proposals to remove these indicators? We agree to the removal of the indicators below: - Indicator 14 - Percentage of tenancy offers refused during the year – we welcome the remove of this indicator as we consider there to be inconsistency with reporting due to variations of tenancy offers. Indicator 20 - Total cost of adaptations completed in the year by source of funding – we welcome the removal of this indicator as we feel this does not take into account the level of workmanship within each individual adaptation. Indicator 23 (Homelessness) – the percentage of referrals under Section 5, and other referrals for homeless households made by the local authority, that result in an offer, and the percentage of those offers that result in a let – this indicator is applicable to (RSLs only). In relation to this Indicator 24 - Homelessness – the percentage of homeless households referred to RSLs under section 5 and through other referral routes, South Lanarkshire Council, in common with other Local Authorities, operate a common housing register and agree targets with our HomeFinder partners and the current indicator does not reflect this arrangement and we, therefore welcome the removal of the indicator. Indicator C3 - Number of lets during the reporting year, split between ‘general needs’ and ‘supported housing’ – we welcome the removal of this indicator as we already report on the overall number of lets (Indicator C2). Indicator C4 – Abandoned homes – we welcome the removal of this indicator as the information is already provided via another indicator. 2, Following feedback from stakeholders we propose to amend the following indicators 10, 15 and C2. Do you agree with our proposals to amend these indicators? We would welcome the proposed amendment to the identified indicators but would highlight the importance of the Regulator allowing sufficient time for landlords to revise their collection and recording systems in advance of the date set for the introduction of revised indicators. The response notes comments on each of the proposals. Indicator 10 - Percentage of reactive repairs carried out in the last year completed right first time – we agree with the proposal to amend this indicator, however clarification is required on the timescale between original repair to being reported again (timeframe). Also, further clarification would be required if a repair was reported towards the end of the financial year and raised again early in the new financial year. Indicator 15 - Percentage of anti-social behaviour cases reported in the last year which were resolved – we agree with the proposal to amend this target, however we do not agree with reintroducing the locally agreed targets as to the variations in targets across landlords, this does not provide for effective comparison. Also, on the proposal of cases per 100 homes, clarification will be required if this is council stock or all homes within South Lanarkshire Council. 151
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We strongly feel that by counting the number of cases received in the year against the number of cases resolved it still shows open cases as a ‘failure’, we would propose that Councils advise on the cases received and of them the % resolved and the % still open. C2: Lets in the reporting year by source of let - We are proposing that RSLs report their lets to homeless households by local authority area. Stakeholders told us this was important to give an accurate picture as many RSLs house homeless applicants in multiple local authority areas. We are strongly supportive of this proposed indicator as it will give a clearer picture of an individual RSL’s lets in each local authority area. 3. We also propose to introduce an additional indicator to monitor long term voids. Do you agree that we should collect an additional indicator in relation to long term voids? We agree with the proposal to include a long-term voids indicator with clear and concise technical guidance and definition of a long-term void. 4. We propose to collect two new indicators in relation to tenant and resident safety. Do you agree with the additional indicators we propose to collect in relation electrical safety and fire detection? The proposal to introduce two new indicators in relation to electrical safety and fire detection is welcomed, given the importance of tenant and resident safety and associated compliance requirements. At the same time the response highlights the need for clarification of the requirements in relation to the indicators to support consent and effective response Electrical Safety: We would require clarification on the inspection date renewal if an inspection was carried out in advance i.e. where the original date stands if carried out, for example a 2-month period of expiry date. This would give landlords more flexibility to programme inspections to meet timescales. Additionally, we would suggest standard reasons and guidance for incidences where landlords did not meet the requirement this would provide consistent reporting for all landlords. We would suggest clear definition and classification of reporting fails and abeyances. This would provide consistent reporting across the sector. Fire Safety: As above we would suggest standard reasons and guidance for incidences where landlords did not meet the requirement this would provide consistent reporting for all landlords. 5.Do you agree with our proposed approach to collect landlords’ performance in relation to compliance with tenant and resident safety duties as part of the Annual Assurance Statements? We welcome the proposed approach to collect landlords’ performance in relation to tenant and resident safety within the Annual Assurance Statement. To promote consistency and clarity across the sector, it would be helpful if a standard format was developed to accompany this introduction. 6. Issues of damp and mould continue to be an important area of concern for tenants. We therefore propose three new indicators in relation to damp and mould. Do you agree with our proposals to introduce these indicators? We agree with the introduction of three new indicators in relation to damp and mould. 152
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It will be important that revisions to regulatory focus in relation to this area provide for the flexibility required to reflect the different scale and operating contexts of local authorities and RSLs. 7. Do you agree with the proposal to collect the “Average length of time taken to resolve cases of damp and/or mould” or would the “median” be more appropriate to measure the time to resolve cases of damp and/or mould? We would suggest that clear and specific guidance be provided for accuracy of reporting and also given the varying timescales to complete certain types of damp and mould repairs such as: - 1. Rising Damp - failed damp course 2. Penetrating damp - leaky roof 3. Traumatic Damp - leaky pipe in bathroom coming through kitchen ceiling Due to the varying timescales for completion of the categories above using an average across all three categories may result in a false representation of results. Therefore, we would suggest reporting all three categories separately. 8. Damp and mould is a complex area for landlords. Are the new indicators we propose on damp and mould clearly defined? The council consider the new indicators to be clearly defined, however specific guidance would be required to ensure accuracy and consistency with reporting across landlords. We would also hope that the comments above are considered and would suggest that further discussion with industry experts would be appropriate in advance of introduction. Thank you for taking the time to give us your feedback. 153
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 27 November 2024 Report by: Executive Director (Housing and Technical Resources) Subject: Notification of Contracts Awarded - 1 March 2024 to 30 September 2024 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide notification in line with Standing Orders on Contracts to Committee of all contracts awarded by Housing and Technical Resources during the period 1 March 2024 to 30 September 2024 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [r] (1) that the details of the contracts awarded in Appendix A be noted; and (2) that details of contracts extended in Appendix B be noted [1recs] 3. Background 3.1. It is a requirement of Clause 21.8 of the Standing Orders on contracts that details of the acceptance of all tenders above £50,000, be reported retrospectively to the relevant Committee for noting other than those under Clause 21.3 where the award is not the lowest in a price only tender, or costs exceed the approved financial provision. In these instances, a report is submitted to the appropriate Committee and subsequent authority to award is granted by that Committee. 4. Contracts Awarded 4.1. A full list of contracts awarded and extended is provided in appendices A and B of this report. 5. Employee Implications 5.1. There are no employee implications arising from this report. 6. Financial Implications 6.1. There are no financial implications associated with this report which is for information purposes only. Appropriate budgetary provision is available for each of the contracts awarded. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability, or environmental implications in terms of the information contained within this report. 18 155
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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. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 9.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Stephen Gibson Executive Director (Housing and Technical Resources) 22 October 2024 Link(s) to Council Values/ Priorities/Outcomes Accountable, effective, efficient, and transparent Previous References Housing and Technical Resources Committee, 24 April 2024 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Emma Smith, Corporate Procurement and Transactions Manager Ext: 5329 (Tel: 01698 455329) E-mail: emma.smith@southlanarkshire.gov.uk 156
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Appendix A Contracts Awarded over £50,000 in value Contractor CRN Value of Contract Awarded Date of Award Brief Description Contract Period GMG Contractors Ltd SLC/HT/23/158 £1,008,041.00 07/03/2024 Springhall Fabrics Phase 5 01/04/24-01/11/24 Ailsa Building Contractors Ltd SLC/HT/23/159 £1,083,262.17 12/04/2024 Springhall Fabrics Phase 6 25/03/24 - 01/11/24 Blantyre Park Services Ltd SLC/HT/23/246 £129,360.30 12/04/2024 TACT Community Hall – H&V Installation 15/04/24 - 07/06/24 GMG Contractors Ltd SLC/PS/HTR/23/139 £196,831.09 12/04/2024 Various Properties – St Leonards – East Kilbride – Re-Roofing & External Wall Insulation – Pilot Project 13/03/24 - 13/12/24 MGM Timber (Scotland) Ltd SLC/HT/23/218 £604,771.02 16/04/2024 Supply and Delivery of Timber Doors 04/03/24 - 03/03/26 (extension 03/03/28) Various Suppliers SLC/HT/23/013 £667,500.00 23/04/2024 Framework for Removals, Storage and Disposals 23/04/24 - 22/04/28 Crown Paints Ltd SLC/HT/23/250 £586,309.73 03/05/2024 Supply and Delivery of Paint, Paint Sundries and Paint Packs 04/03/24 - 03/03/25 (extension 03/03/26) Hugh L S McConnell Ltd SLC/HT/23/160 £572,369.76 12/05/2024 Stonefield/ Burnbrae/ Kelvin Gardens Veranda Refurbishment 01/04/24 - 30/11/24 Tenants Information Service SLC/HT/23/034 £90,000.00 21/05/2024 Provision of Independent Advice and Development Support to customers in South Lanarkshire 01/06/24 - 30/11/24 (extension 30/05/25) A C Whyte & Co Ltd SLC/HT/23/163 £1,908,898.60 22/05/2024 Mill Court, Rutherglen External Fabric Upgrade 03/06/24 - 07/04/25 Joseph Leckie & Sons Contracts Ltd SLC/HT/23/271 £159,845.50 23/05/2024 Nursery Soft Pore Replacement 01/05/24 - 31/10/24 157
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Contractor CRN Value of Contract Awarded Date of Award Brief Description Contract Period BCA Insulation Ltd SLC/HT/23/221 £552,449.12 27/05/2024 Loft and Cavity Wall Insulation Measured Term Contract 27/05/24 - 26/05/26 (extension 26/05/27) Lanes Group Plc SLC/HT/23/235 £883,000.00 29/05/2024 Provision of Water Infrastructure Services 03/06/24 - 02/06/28 GMG Contractors Ltd SLC/HT/23/072 £20,000,000.00 03/06/2024 External Fabric Works 03/06/24 - 02/06/26 (extension 02/06/28) Rainbow International SLC/HT/24/039 £50,000.00 11/06/2024 Environmental Cleaning & Decontamination Works 10/06/24 - 30/11/24 EDF Energy Customers Ltd SLC/FC/23/108 £41,255,118.41 13/06/2024 Scottish Procurement Supply of Electricity Framework Call-off from Scottish Procurement Electricity Framework, SP-21-052 01/04/24 - 31/03/26 (extension 31/03/27) Power Distribution Contracting Ltd SLC/PS/HTR/23/233 £746,500.00 18/06/2024 Electromagnetic repairs to Non-Housing General Service Properties 03/06/24 - 02/06/26 (extension 02/06/28) Affiniti Response Ltd SLC/HT/23/176 £184,444.42 25/06/2024 Hamilton Towers Structural Repairs 08/07/24 - 16/08/24 Central Demolition Ltd SLC/HT/24/018 £176,351.00 25/06/2024 Demolition of Lindsay House East Kilbride 01/08/24 - 30/01/25 Blantyre Park Services Ltd SLC/HT/24/027 £148,645.79 26/06/2024 Castlefield Gardens SH – Ventilation Upgrade 12/08/24 - 29/11/24 Joinery & Timber Creations (65) Ltd SLC/HT/24/013 £8,000,000.00 27/06/2024 Supply and Delivery of Kitchens including Surveys 01/07/24 - 30/06/26 (extension 30/06/28) Hugh L S McConnell Ltd SLC/HT/24/016 £4,800,000.00 27/06/2024 Back Up Contractor – Refurbishment Works / Aids and Adaptations 08/07/24 - 07/07/27 (extension 07/07/28) Chubb Fire & Security Ltd SLC/HT/23/284 £781,866.68 02/07/2024 Warden Call System Upgrades 08/07/24 - 31/12/26 Actian Europe Limited SLC/FC/23/117 £630,000.00 03/07/2024 Licences for Academy Housing System 01/12/23 - 30/11/26 Prime Build Solutions Ltd SLC/PS/HTR/23/270 £74,987.00 23/07/2024 Mote Hill Retaining Walls Phase 2 HGF011492.001 26/08/24 - 01/11/24 158
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Contractor CRN Value of Contract Awarded Date of Award Brief Description Contract Period GMG Contractors Ltd SLC/HT/24/011 £20,000,000.00 24/07/2024 External Wall Installations Fabric Works 15/07/24 - 14/07/26 (extension 14/07/28) Veolia Chp UK Ltd SLC/HT/23/145 £260,206.80 11/09/2024 Maintenance of Combined Heat and Power Unit (CHP) at Dollan Aqua 19/08/24 - 18/08/29 (extension 18/08/34) Stepford Contracts Ltd SLC/HT/24/030 £196,908.00 16/09/2024 Telford Road Lock Ups – Resurfacing & Lighting 14/10/24 - 25/11/24 Kentallen Mechanical Services Ltd SLC/HT/24/042 £97,003.30 16/09/2024 Clydeford View – Suspended Ceiling 30/09/24 - 25/11/24 Blantyre Park Services Ltd SLC/HT/24/060 £245,160.12 20/09/2024 Mill Street & Parker Place Boilerworks 01/10/24 - 04/02/25 Covanburn Contracts Ltd SLC/HT/24/072 £63,971.37 26/09/2024 103 Strathaven Road – Retaining Wall – Retender 14/10/24 - 09/12/24 159
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Appendix B Contract extensions awarded over £50,000 in value Contractor Contract Reference Value of Contract Awarded Value of Extension Date of Extension Brief Description Contract period (as extended) Chubb Fire and Security Services Ltd SLC/HT/23/038 £317,134.00 £154,308.00 13/03/2024 Maintenance of Fire and intruder alarms 01/04/24 – 30/09/24 Fujitsu Services SLC/PS/FINCOR/22/149 £411,509.40 £216,453.94 15/04/2024 ConSol Annual Maintenance and Technical Support 01/04/23 - 31/03/25 The Salvation Army Trustee Company SLC/PS/HTR/21/184 £607,732.00 £303,866.00 15/04/2024 First Stop Supported Accommodation 01/04/23 - 31/03/25 George Beattie & Sons Ltd SLC/PS/HTR/22/089 £1,275,000.00 £717,303.49 15/04/2024 SLC Phase 4 Demolition 01/10/22 - 30/09/25 The Salvation Army Trustee Company SLC/PS/HTR/22/111 £436,250.00 £218,125.00 16/04/2024 Outreach Housing First and Intensive Support 01/04/23 - 31/03/25 Wheatley Care SLC/PS/SW/20/076 £201,494.00 £41,977.92 30/05/2024 1st Stop Accommodation 01/07/24 - 30/11/24 (further extension to 30/06/25) Wheatley Care SLC/PS/SW/22/025 £142,012.00 £29,585.83 27/06/2024 Outreach Support 01/07/23 - 30/11/24 (further extension to 30/06/25) Sovereign Group Ltd SLC/PS/HTR/22/392 £2,000,000.00 £887,115.75 23/06/2024 Supply and Delivery of Composite/UPVC Doors and UPVC Windows 01/08/23 - 31/07/25 Northern Light Stage & Tech Services Ltd SLC/PS/HTR/21/020 £1,200,000.00 £469,795.51 30/06/2024 Maintenance of Stage Production Systems 30/08/21 - 29/08/27 ADL Lift Services Ltd SLC/PS/HTR/20/033 £1,947,002.00 £572,334.28 28/08/2024 Maintenance of Lifts 30/08/21 - 29/08/26 Diverse Investments (Scotland) Ltd SLC/PS/HTR/18/539 £2,705,000.00 £520,000.00 19/09/2024 Hire of Waste Disposal Skips 13/09/19 - 12/09/25 (Non Contractual Extension from 13/09/24-12/09/25) 160
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 27 November 2024 Report by: Executive Director (Housing and Technical Resources) Subject: Update of the Housing and Technical Resources' Risk Register and Risk Control Plan 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update to Committee on the Risk Register and Risk Control Actions for Housing and Technical Resources 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the contents of the Resource Risk Register be noted; and (2) that the outstanding Risk Control Actions be noted. 3. Background 3.1. The Council’s Risk Management Strategy promotes consideration of risk in service delivery, planning and decision-making processes. The Strategy requires Resources to record and review risks and control actions regularly. Housing and Technical Resources follows the guidance in developing, monitoring, and updating the Risk Register on an ongoing basis. 3.2. The purpose of the Register is to ensure that the Resource is fully aware of its top risks, that these risks are prioritised and that controls are in place to eliminate or minimise the impact of the risks. New risks are identified throughout the year via the Resource Risk Management Group or Resource Management Team. 3.3. The Resource scores the risks in accordance with the Council scoring mechanism, based on likelihood and impact. This results in risks being scored between 1 and 25 (low to very high). 3.4. Risks are scored on their inherent score (risk if we do nothing) and their residual risk (risk after applying controls). 3.5. The last update of the Housing and Technical Resources Risk Register was reported to Committee on 8 November 2023. 3.6. The Resource’s top Risk Register and Risk Control Plan has been reviewed. This work was completed in August 2024. 19 161
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3.7. The Central Risk Management Team annually reviews Resource compliance with the Risk Management Strategy. The outcome of the 2023/2024 review identified that Housing and Technical Resources achieved 100 per cent compliance, scoring 45 out of a possible 45. 4. Resource Risk Management 4.1. Each Resource has a Resource Risk Management Group which has responsibility for the promotion and management of risk. 4.2. The Housing and Technical Resources Risk Management Group continues to meet on a regular basis. 4.3. The work of the Group over the last year has focused on the review and update of the Resource Risk Register and ensuring that the register reflected the Council Plan and individual Service Plans. 5. Risk Register 5.1. Work has been completed by the Resource Risk Management Group to finalise the review of the Resource Risk Register. The update considered risks at a service level as well as strategic Council risks. 5.2. The Resource Risk Register is monitored on an ongoing basis to allow:- new risks to be added and for the control measures scores of the existing risks to be reviewed in light of new information 5.3. Risks can result from internal or external influences, for example, impact of projected funding cuts, legislative changes, or internal service changes. 5.4. The development process for the Resource Plan requires a risk assessment process to be undertaken, resulting in relevant actions within the Resource Plan having a corresponding risk identified within the Risk Register. 5.5. The main changes to the Resource Risk Register are summarised below:- four new risks have been added:- the Council inherits commercially unviable shopping centres due to the financial failure of existing owner/management companies resulting in significant financial and operational liabilities transferring to the Council the Council fails to comply with its statutory duties by not conducting sufficiently robust impact assessments where the same are required, including in respect of budget/service redesign proposals, leading to potential legal and financial challenges, which could result in failure to deliver those proposals private homeowners in a factored block not having any or inadequate insurance and the inability to progress required reinstatement works inability to effectively address Reinforced Autoclaved Aerated Concrete (RAAC) identified within domestic or non-domestic properties due to constraints on Council budgets and the limitation on the ability of owner occupiers to progress work to their property due to their financial circumstances some key risk wordings have been updated to reflect the current status of risks and/or to provide more straightforward and understandable risk descriptions. 162
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the risk score for ‘Inability of the Council to effectively provide accommodation and support to households who are homeless and people who arrive in South Lanarkshire as part of refugee resettlement and the asylum seeker dispersal programmes, (including those for unaccompanied children)’ has increased from 16 to 20. This is consistent with the difficulties faced managing the risk, reflected in the council’s recent declaration of a housing emergency the risk score for ‘Inability to take the necessary action due to funding constraints, to combat climate change, and work toward achieving net zero carbon emissions by 2045, thereby contributing to negative and irreversible environmental, social and economic impacts on the Council and its residents’ has increased from 16 to 20, to reflect funding constraints and difficulties faced by the council in meeting climate change targets implications of the Scottish Fire and Rescue Service Unwanted Fire Alarm Signals Policy within the Council's non-domestic estate, score has been reduced from 16 to 9. Risk is mainly in respect of property not life. Claims history indicates that risk of fires in the type of properties concerned is low the risk score for ‘Increasing levels of adverse weather’ has gone up from 9 to 16. This reflects more frequent issues being encountered by the council as a result of weather-related events, including significant damage to council properties over recent years as a result of storms and burst pipes. Weather events are also impacting upon the council’s property insurance premiums and level of uninsured excesses carried fuel poverty – impact updated to reflect reduced use of heating during winter leading to burst pipes and damage to council properties voids risk card – risk amended to ‘inability of the Council to effectively resource the management of void properties within agreed timescales to effectively meet the scale of demand for social housing’ and scored reduced from a very high risk to a medium risk (15 to 6) Home+ risk description updated to ‘Failure to meet the Council's 'Homes+' affordable housing supply target resulting in a reduction in the ability to meet housing need’. The risk score was increased from medium risk to a high risk (6 to 9) risk description amended from improve to maintain – ‘Failure to maintain tenancy sustainability’. Triggers updated to reflect identifying measures which results in breakdown of tenancy and public funding for health and social care services may not be able to keep pace with demand. Reduced to a low risk from medium (4 to a 2) risk description ‘The financial implications of fire within council properties, particularly within housing stock, where despite investment being made and awareness continuing to be raised, fires continue to occur’ updated and reflected inspection/maintenance of fire alarm and suppression systems and fire door maintenance failure to implement the new Integrated Housing and Property Management System risk description has been amended has been widened to encompass implementation of new systems. risk descriptions, controls and actions have been updated as required on individual risks, following discussion with risk owners. 5.6. Risks scored 15 to 25 are considered to be very high risks and risks scored 8 to 12 are considered to be high risks. Very high and high risks are monitored closely. The top risks identified for the Resource, that is those that are residually scored as being very high and high, are attached at Appendix 1. 163
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5.7. Appendix 2 provides a comparison of risk scores for 2023 and 2024. This appendix also details changes in risk descriptions. 5.8. Risks evaluated residually as being medium or low risk will be monitored to ensure that they continue to be adequately managed. 6. Insurance Hotspots 6.1. Following a health and safety training review by Gallagher Bassett, a specialist claims handler for the Council, last year an action plan is being prepared to help mitigate against accidents and claims. 6.2. Resources are also being asked to respond with details of the actions taken to minimise the risk of recurring losses and to mitigate against future claims. 6.3. The Council continues to raise awareness to Council tenants on fire prevention and measures that can be taken to reduce the risk of burst pipes. 6.4. Progress with implementation and effectiveness of actions will be reported back to the Committee, via future reports. 7. Horizon scanning 7.1. Through wider analysis and discussion with the council’s Risk Sponsors Group, areas that could pose potential threats and risks or are emerging issues and opportunities that could affect the council were identified. Areas identified are listed below:- Transformational Change The Council is embarking upon a transformational change programme which will include a series of Cross-Cutting Reviews, focussing on council-wide activities rather than individual Resources. Monitoring of the delivery of transformational change reviews will inform whether an overarching ‘transformational change’ risk requires to be developed and added to the top risk register. Outcomes from the reviews offer mitigation to the top risk on funding. Scotland Excel Supply Chain Intelligence Report A recent Scotland Excel Supply Chain Intelligence report highlights a significant number national and global issues that will present supply chain challenges. This report has been circulated throughout the council and Resources are being encouraged to prepare and where possible put plans in place to react to the challenges that arise. A further intelligence report is due to be provided by the end of the year. Artificial Intelligence As the capabilities of Artificial Intelligence (AI) continue to evolve, there are potential implications for the Council that warrant close monitoring. While AI offers opportunities to enhance efficiency and service delivery, it also presents risks such as ethical concerns, data privacy issues, and potential displacement of jobs within the public sector. The rapid pace of AI development may outstrip existing regulatory frameworks, leading to challenges in governance and accountability. Although AI is not currently included in the risk register, it is important to remain vigilant, particularly in areas such as automated decision- making, cybersecurity threats, and the integration of AI-driven tools in public services. 164
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7.2. These areas will continue to be monitored to ensure that the council is adequately prepared to respond where required. 8. Scope and Appetite for Risk 8.1. The Council aims to be risk embracing, that is it will accept a tolerable level of risk in seeking service efficiencies and in agreeing control measures. 8.2. The level of risk facing the Council is measured both before (inherent risk) and after (residual risk) consideration of controls. The Council should never carry a very high residual risk exposure as this would indicate instability, but a low residual risk exposure should also be avoided as this indicates lack of innovation. 8.3. The Council’s universal risk tolerance levels were updated as part of the review of the risk management strategy last year, with the ideal risk profile defined as:- no more than 10 per cent of residual risks at a very high level no more than 15 per cent of risks at a high level around 50 to 60 per cent of residual risks at a medium level no more than 30 per cent of residual risks at a low level 8.4. Table 1 below shows the top risks heat map, i.e., it details the total number of risks for each individual residual risk score. Table 2 below notes the overall risk profile for the top risks. Table 1 – Housing and Technical Resources Top Risks Heat Map Likelihood 5 Almost Certain 1 3 4 Likely 3 3 1 3 Possible 1 8 5 2 Unlikely 3 3 1 Rare 3 1 1 Negligible 2 Minor 3 Moderate 4 Major 5 Catastrophic Impact Table 2 – Housing and Technical Resources Risk Profile Risk Category Risk Rating Number of residual risks Percentage of residual risks 1 Very high 7 20% 2 High 12 34.3% 3 Medium 11 31.5% 4 Low 5 14.2% 8.5. The profile noted in Table 2 is out with the ideal universal risk exposure defined by the Risk Management Strategy, however, this risk exposure is considered reasonable given the number of high-level risks currently being faced by the Resource and across the Council. 165
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8.6. Housing and Technical Resources has ensured that all inherent risks scored at a very high and high level have cost effective control measures in place. Where further control measures are required, these are included within the Resource Risk Control Plan. 9. Risk Control Actions 9.1. No risk control actions were due for delivery. 10. Three lines model 10.1. The ‘three lines’ model was developed by the Institute of Internal Auditors. When using this model, risk controls are categorised under three lines of defence. This aims to provide assurance around the adequacy of control measures that are in place to mitigate strategic risks, identify control descriptions that need amendment to clearly link these to the mitigation of the risk and to highlight any residual gaps in controls that require to be addressed. 10.2. Internal Audit work on the three lines model for the top risks is concluding and Resource Risk Sponsors will now be provided with individual analysis and guidance to support them in developing further controls to close any gaps identified from the three lines approach for the council top risks that they lead on. 10.3. The guidance will cover the following areas:- ♦ introduction and explanation of the three lines model ♦ a summary of all of the top risks that the Resource is responsible for along with a percentage analysis (Percentage split of how the existing controls fall into each of the three lines, highlighting gaps for consideration) ♦ some advice for each Resource on how controls can be developed (using specific examples) to provide a good coverage of controls across the three lines for each risk area 11. Major projects, Partnerships or Change 11.1. Within Housing and Technical Resources, 2 partnerships have been identified. Both of these are considered to be low risk. 11.2. Appropriate risk management arrangements are in place for the Community Safety Partnership and Hub South West Partnership. 12. Review of the Risk Management Strategy 12.1. To comply with best practice and to ensure it is fit for purpose, a review the Risk Management Strategy has been undertaken this year. The review was undertaken by the Risk Management team, with input from the Council’s Risk Sponsors. 12.2. There have been no fundamental changes to the strategy. The main revisions are summarised below:- ♦ general refresh to bring the strategy up to date including refences to revised information contained within Connect ♦ updated opening Chief Executive Statement ♦ introduction of guidance from the Institute of Internal Audit three lines model, to allow a better means of recording and categorising risk controls 166
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♦ revisions to the risk matrix categories (low, medium, high, and very high) to improve prioritisation and focus mitigation on higher scored risks ♦ updated risk tolerance levels to provide a better balance on previously set levels and acknowledge requirement to accept a higher level of risk 12.3. In summary the strategy details:- ♦ a policy statement which sets out the Council’s commitment to risk management, as one of the principal elements of good governance ♦ encouragement of reasonable risk taking in order to make service improvements and enable positive outcomes; the implementation of mitigating control measures to avoid or reduce the impact of losses and deterioration in services; the preparation and testing of business continuity plans for responding to emergency events ♦ clear aims, objectives, and measures of success ♦ how and when to apply risk management ♦ roles and responsibilities for employees at all levels in the Council ♦ the Council’s risk tolerance level when seeking opportunities, services efficiencies and in agreeing control measures ♦ core requirements for Resources ♦ monitoring and Reporting arrangements 12.4. The revised strategy will take effect from 1 April 2025, to allow to final round of 2024/2025 risk reporting to be completed using existing scoring and tolerance guidance. The strategy will be issued via a management bulletin and the Risk Sponsors Group and will be available on the council’s intranet. 13. Next Steps 13.1. The Resource Risk Management Group will continue to meet on a regular basis. The Risk Register will be reviewed on an ongoing basis by the Group to ensure that risks remain valid for the appropriate service areas and to identify new areas of risk that affect the Resource. An update report will be provided to Committee on an annual basis. 14. Employee Implications 14.1. Time will be required by the Resource Risk Management Group in the management of the Resource Risk Register and Risk Control Plan. 15. Financial Implications 15.1. There are no direct financial implications associated with the Resource’s top risks. There are a number of proposed risks which are classified under the heading of financial. Where this is the case, the appropriate controls and actions have been included in the risk control cards and progress will be monitored. 16. Climate Change, Sustainability and Environmental Implications 16.1. There are no direct implications associated with the Council’s top risks. 167
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16.2. A specific risk has been included within the Council’s top risk to cover climate change and environmental implications. The risk is titled ‘Inability to take the necessary action due to funding constraints, to combat climate change, and work toward achieving net zero carbon emissions by 2045, thereby contributing to negative and irreversible environmental, social and economic impacts on the council and its residents.’ Control measures that currently mitigate against this risk have been identified, with a number of additional actions recorded to further strengthen these controls. 17. Other Implications 17.1. Failure to demonstrate that risk is actively considered and managed can not only lead to avoidable financial loss but could also adversely affect delivery of services and could affect the Council’s reputation. The work carried out to identify and review the council’s top risks and to determine the risks controls and actions necessary enables the council to manage the impact. 18. Integrated Impact Assessment and Consultation Requirements 18.1. 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. 18.2. Consultation on the content of this report has been undertaken with the Resource Management Team. Stephen Gibson Executive Director (Housing and Technical Resources) 5 November 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Housing and Technical Resources Committee, 21 September 2021 Housing and Technical Resources Committee, 14 December 2022 Housing and Technical Resources Committee, 8 November 2023 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Cameron Mitchell, Strategy and Support Manager. Ext: 4862 (Tel: 01698 454862) E-mail: cameron.mitchell@southlanarkshire.gov.uk 168
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Appendix 1 - Housing and Technical Resources Risk Register (as at 9 October 2024). Extract of risks with residual score category of Very High and High Risk Category Key risk Inherent Risk Score Sample of Controls Residual Risk Score 1 Very High (15-25) 1. The Budget Gap that the council is facing across the medium term is the biggest risk faced by the Council. The Budget Gap is the result of the continued real terms reduction in Government funding as well as the increased demand and increased cost of services including the significant impact of price increases on areas such as inflationary increases on utilities, and increased staff costs due to pay awards. Reduced fees/income received by the Council would add to budget pressures across Services. (Council Top Risk) • Failure to deliver key services / projects • Failure to achieve Resource savings targets • Failure to collect Rent/income • Increased level of arrears • Failure to effectively manage the processes and practices to reduce the impact of cost-of-living crisis 25 • Embedded structure and systematic approach to savings identification. • Revise working arrangements and deployment of staff resources. • Close partnership working with Department for Work and Pensions and other agencies. • Robust rent collection and arrears management processes to reflect all circumstances. • Robust arrangements in place to monitor service delivery and outturns against budgets. • Regular reporting to Housing and Technical Resources Committee and Corporate Management Team. 20 2. Inability of the council to effectively provide accommodation and support to households who are homeless and people who arrive in South Lanarkshire as part of refugee resettlement and the asylum seeker dispersal programmes, (including those for unaccompanied children) 25 • Dedicated resources within Housing and Technical Resources – Resettlement Team to co-ordinate approach in implementation of national programmes. 20 169
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(Council Top Risk) • Statutory requirements not fulfilled • Failure to provide suitable temporary accommodation • Failure to provide settled accommodation within a reasonable timescale • Failure to provide the required support based on individuals needs • Maintain good relationships / partnerships with National / Local Governments and Community Planning Partners • Failure to resource support mechanisms required • Heightened data security risk (concern over Russian interference in relation to Ukrainian Displaced Persons programme). • meet the demand where there is insufficient suitable temporary accommodation • Failure to reduce the time spent in temporary accommodation (including children) • Inability to delivery unprecedented demand for services • meet demand for settled accommodation for homeless households the Council owes a duty to accommodate • avoid use of unsuitable accommodation on a temporary basis, such as B & B, including out of local authority area presentations • meet duty to offer temporary accommodation • deliver on RRTP priorities to reduce homelessness, time spent as homeless and demand for temporary accommodation • Actively engage, influence, and monitor via National and Local partnerships to ensure appropriate planning and response. • Incorporated appropriately within key strategies including Local Housing Strategy and homelessness strategic plan. Appropriate monitoring and reporting arrangements in place including RMT, CMT, Community Planning Partnership, Homeless Strategy Group and Committees. • Expanded dedicated resources continued on permanent basis within Housing and Technical Resources – Resettlement Team to co-ordinate approach in implementation of national programmes. • A range of partnership structures in place to support implementation including a new group to effectively of South Lanarkshire Council Asylum Co-ordination Group, including the UK Government appointed delivery agent. • COSLA Strategic Migration Partnership (SMP) – partnership meetings attended by appropriate representatives to co-ordinate and support delivery of national programmes in asylum and refugees programmes. • Work actively to procure additional accommodation and support services and establish appropriate funding routes (including Scottish and UK Government funding) which mitigate impact to council. • On data protection plans in progress to join national app holding all sensitive information securely, meantime review of processes in place in conjunction with Digital team 170
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• Full review of temporary accommodation portfolio completed linked to development of a Temporary Accommodation Strategic Plan (TASP). • Managed temporary accommodation and letting targets for both council and RSLs lets are set and actual outturn monitored. 3. The council, in conjunction with its partners, is unable to provide the required support to reducing the overall impact of the costs of living crisis on households in South Lanarkshire resulting in increasing levels of poverty, debt, and poorer outcomes for people (Council Top Risk) • increase council tax and rent arrears • an increase in consumer debt • an increase in the use of prepaid energy meters • detrimental impact on mental and physical health. 25 • Support from Tenancy Sustainment for tenants facing difficulty paying their rent • Provision of housing benefit and Discretionary Housing Payments support • Debt and money advice from the Money Matters Advice Service • Energy support from dedicated energy advisors 20 4. Inability to take the necessary action due to funding constraints, to combat climate change, and work toward achieving net zero carbon emissions by 2045, thereby contributing to negative and irreversible environmental, social and economic impacts on the council and its residents (Council Top Risk) • inadequate or lack of funding 25 • Climate change and sustainability governance (committee and steering group) • Council's Sustainable Development and Climate Change Strategy and Action Plan • Carbon Management Plan • Local Heat and Energy Efficiency Strategy • Long-term capital programme that tackles climate change mitigation and adaptation • Energy efficiency investment programmes and strategic energy reviews of all domestic and non- domestic properties 20 171
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• lead to slippage against targets and timescales • failure by the Council to meet carbon reduction and sustainability targets • failure to deliver energy efficiency would see an increase in tenants paying more money for fuel to heat their homes • SLC Properties will fail to have energy efficient homes and not meet EESSH2 compliance. • Report 6 monthly to RMT. • Resource Energy framework and action plan. • Energy management software in properties. • Renewable energy i.e. new house build programme • Environmental projects • Reduction in carbon emissions, zero carbon targets • Compliance built into future projects • Capital budget spend/funding. 5. Increasing levels of adverse weather (Council Top Risk) • Inability of the Council to deliver its core services • Failure to maintain Council assets • Increase in the number of insurance claims received • A potential overspend in budget as the Council responds to emergencies • Damage to public and private property 20 • Emergency Planning arrangements in place and contact details updated. • Severe Weather Group established to control the delivery of the service. • Decant properties identified. • Additional Labour/Trades identified. • Additional Plant/Transport. • Additional stock. • Additional sub-contractors identified if work content becomes high. • Additional admin staff to deal with calls/enquiries/complaints. • Better housing stock though capital programmes. • 24 hour control centre. • General Met Office alerts to Contingency Planning Officers. 16 6. The council inherits commercially unviable shopping centres due to the financial failure of existing owner/management companies resulting in significant financial and operational liabilities transferring to the council (Council Top Risk) 20 • Options appraisals undertaken • Proactive approach to the transfer of ownership • Progression of the master planning process • Retention of professional expertise o independent advisers acting on behalf of the Council to oversee property management decisions by private owners/management companies. 16 172
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• Town Centres across the UK face significant decline with challenges around covered shopping malls. • Due to these market conditions the shopping centres in South Lanarkshire have already failed or are in the process of failing. • Owners/operators face a financial position where they can no longer operate these centres. o consultants appointed to advise on the current condition of the Centres and potential costs. Advice will also be sought on demolition o specialist legal advice on all aspects o project management team to lead technical delivery of the project for elements such as the demolition 7. The council fails to comply with its statutory duties by not conducting sufficiently robust impact assessments where the same are required in respect of budget/service redesign proposals, leading to potential legal and financial challenges, which could result in failure to deliver those proposals (Council Top Risk) 20 • Implementation of consistent Integrated Impact Assessment approach throughout the council 16 2 High (8-12) 8. The financial implications of fire within council properties, particularly within housing stock, where despite investment being made and awareness continuing to be raised, fires continue to occur • Poor / inadequate fire risk assessments/precautions • Failure to adhere to building regulations/statutory legislative requirements • Tenants’ lifestyle • Tenants’ failure to insure their own contents • Owners’ failure to insure their own property • Building Users behaviour 25 • Scottish Fire and Rescue Service (SFRS) Home Fire Safety Visits encouraged including at tenancy sign up/within temporary accommodation/within supported accommodation, including sheltered housing • Tenancy Agreement – restrictions • Promotion of home contents insurance – booklet and flyers • Joint article to be produced in conjunction with SFRS and Housing Services for inclusion in Housing News • Ongoing liaison with SFRS and staff training • Common Sense Initiative – communal areas fire safety posters 12 173
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• Wilful Fire Raising • Criminality • Faulty electrical equipment • Failure to maintain plant and equipment • Property damage • Loss of rent • Financial costs for reinstatement • Legislative compliance checks – gas / electrical etc • Fire risk assessments. • Health and Safety audits undertaken • All new schools have sprinkler or fire suppression systems • Cyclical visits within schools • Programmes of work to install controlled door entry systems • Outcomes of public inquiries 9. The council does not have the appropriate emergency / business continuity plans; contingency arrangements or partnerships in place to respond to/or recover from a pandemic/endemic event. (Council Top Risk) • Lack of robust business continuity plans/resilience arrangements • Restriction on service delivery – statutory and non-statutory • Clarity/timing of Government guidance • Ineffective communication by employee and service users • Workforce absences/shortage • Lack of mobile IT devices • Lack of PPE 25 • Emergency Response Commitments as a Category One responder. • Temporary testing centres identified by Resource. • Monitoring of national guidance. • Business Continuity Plans. • IT software licences to allow agile working procured. • IT – Roll out of Microsoft Teams throughout the Council. • IT – Increased numbers of agile workers and increased number of laptops/tablets. • Guidance on Health and Safety Risk Assessments/Safe Systems of Work for Covid-19 has been issued. • Introduction of Virtual Call Centre. • Tenancy Sustainment Fund Assistance. • Health and Wellbeing Group established. 12 10. Procurement activity is affected by supply chain issues; a lack of resources; non- compliance or legal challenge (Council Top Risk) 25 • Full contract wording includes SLC expectations from contractors. • Guidance on new legislation including the Bribery Act and the linkages with procurement issued by Legal Services. Council has a security framework in place. 12 174
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• Failure to fulfil statutory requirements • Failure to achieve best value. • Service delivery affected/fails. • Cyber Attacks - failure to protect our data systems or assets held by Council • Serious organised crime - proceeds of crime or money laundering • Lack of trained personnel • Contractor vetting (Health and Safety), construction line and financial checks undertaken for all contractors. • Meetings with contractors to review performance/appraisals. • iProc used extensively by all Resources. • Learn online employee training – Quick quote/procurement awareness. • Standard procurement documents/processes held on intranet and reviewed/updated on an ongoing basis. These are used consistently across Resources. • Review of procedures for financial appraisals. • Performance monitoring of all significant contracts. 11. Inability of the Council to effectively comply with current Tolerable Standard within Scottish Housing Quality Standard, Element 11 – Electrical Installations, Element 11A – Smoke and Heat Alarms and Element 11B – Carbon Monoxide Alarms. • Tenant and resident safety requirements • Failure to meet statutory and regulatory requirements 15 • Ongoing monitoring of legislative compliance programme. • Resource Plan updated Q2 and Q4 and reported to HTR Committee. • New process being implemented being flagged 100 days in advance of fixed electrical testing certificate expiring. • Proactively targeting upgrading of legislative compliance for relevant aspects via capital programme and void stage. • Action plan in place, including appropriate use of forced entry • Engagement with Tenant Participation Co- ordination Group • Rolling social media campaigns for access to properties via Housing News, South Lanarkshire View and other relevant digital platforms • Development of customer portal on new HOME project 10 175
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• Routinely update bank of tenants’ email addresses • Monthly reporting to Scottish Housing Regulator 12. Implications of the Scottish Fire and Rescue Service Unwanted Fire Alarm Signal Policy within council’s non-domestic estate (Council Top Risk) • Building users behaviour • Poor housekeeping • Faulty electrical equipment • Failure to maintain plant and equipment • Wilful fire raising • Criminality • Failure to adhere to building regulations/statutory legislative requirements • Poor/inadequate fire risk assessments 25 • Mechanisms to mitigate the heightened risk created by the change in policy from the SFRS are currently under development by relevant services within Housing and Technical Resources and Finance and Corporate Resources. This includes: • Upgrading or reprogramming existing fire alarm systems within affected non-domestic premises (where appropriate) so that confirmation of a fire can be provided as quickly as possible, and to minimise the need for staff to enter buildings to confirm the presence of a fire. • Publication of updated Guidance Document for Property Responsible Persons, aligning with national guidance issued by the SFRS and Fire Industry Association. • Preparation of special management and personnel bulletins detailing changes • Special managers Q&A session being offered to managers who wish to ask specific questions, aimed at managers that are preparing investigation plan. • Establishment of a new training module for relevant managers and staff • Control measures will continue to be identified and refined as understanding of how the policy change will impact building management and evacuation procedures. 9 176
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13. Failure to meet the Council's 'Homes+' affordable housing supply target resulting in a reduction in the ability to meet housing need’ • Lack of resources including the necessary skills, expertise, contractor capacity and land to deliver target number of new council homes. • Reduction in Scottish Government Affordable Housing Supply Programme funding and the removal of previously agreed levels for futures year • Impact of inflationary pressures over the period of the programme • Other external factors such as slow down of the private market in delivery of Turnkey contracts, due to material cost increase, material availability, increase in labour costs, labour shortages. • Downturn in housing market resulting in a reduction and the inability of the council to progress homes to meet need. 20 • Regular updates to Housing and Technical Resources Committee • Strategic Housing and Investment Plan reviewed annually • Liaison meeting in place with Scottish Government to monitor progress with the new build programme • Discussions with Finance to identify alternative/innovative funding models to assist in delivery. • PIN notice advertised through procurement portal by Procurement in conjunction with Property and Legal. Submissions returned and contact made with developers as appropriate. • Opportunity to increase purchase of existing suitable properties available that become vacant on the open market 9 14. Failure to address fuel poverty in council houses • Target to eradicate / alleviate fuel poverty may not be achieved. • household incomes are out with the Councils control 16 • Capital programme in place - Housing Investment Programme and central heating installations, new windows and doors and insulation measures. • All new builds are to a standard exceeding the energy rating target which radically lowers the running costs for the properties 9 177
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• Low-income households will continue to face high energy costs and fuel poverty • Households in the private sector not taking up energy efficiency opportunities • Funding Energy Efficient Scotland: Area Based Schemes and ECO has allowed SLC to do more with homeowners and able to measure against publish targets • Increasing access to gas network through infrastructure investment • Energy support from dedicated energy advisors 15. Inability to ensure public safety and protection (Council Top Risk) Failure to deliver statutory and legislative duty to deliver services that protect everybody within our communities: • Child Protection • Adult Protection • Prevent people supporting terrorism or extremism (Counter terrorism and Security) • Environmental services 25 • Multi-agency child protection committee in place • Multi-agency adult protection committee in place • Multi-agency procedures adopted to provide guidance to staff • Multi- agency MAPPA arrangements in place • Significant case review protocol in place • Data sharing agreements in place to support alert messaging and sharing key information • Multi-agency Prevent case discussions take place • Training to raise awareness – Learn online modules • Existing partnership working with Police Scotland and other organisations (Community Planning Partnership) 9 16. Inability to maintain infrastructure, assets and properties in a well-maintained condition that will avoid unplanned closure, due to budget constraints and failure to achieve objectives of asset and property reviews (Council Top Risk) • Maintain and repair existing assets in a safe and well-maintained condition due to lack of funding and budget constraints 20 • Undergoing a ward-by-ward review of assets to identify core assets, unsustainable assets and potential opportunities. • Remove liability for unsustainable properties • Dispose of unsuitable buildings and identify redundant assets • Consideration to be given to repurposing or redevelopment of assets. • Engagement through Community Asset Transfer • Annual single survey programme which identifies the risks and investment required. • Annual update to Asset Management Plan. 9 178
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• Health and Safety issues emerging from inspection • Deliver corporate asset management plan (separate risk card) • Standard maintenance not being carried • Future / continued investment in these areas uncertain • Building closures • Meet aims for Social and Health Agenda, as identified in the Council Plan • Ongoing service reviews to identify risks and opportunities. • Town centre master planning and engagement with private owners. • Office accommodation strategy in place to maximise use of retained properties for sharing with partners. 17. Failure to ensure Health, Safety and wellbeing of employees and protection of service users and members of the public in the delivery of council services. (Council Top Risk) • Increased claims intimated against the Council • Involvement in Fatal Accident Inquiries • Increased employee absence • HSE Involvement - prohibition notice, improvement notices. • Prosecution or organisation/employee under Corporate Homicide legislation or Health and Safety at Work Act. • Industrial disease claims • Historical claims 20 • Occupational Health and Safety Management System embedded throughout the Council. • Risk Assessments and Safe Systems of Work developed and implemented. • Resource, Service and Trade Union communication and consultation arrangements in place. • Health and Safety Training matrices (Specific training requirements for employees) • Claims lessons learned reports. • Resource and Service Health and Safety Groups meet on a regular basis within all Resources. • Management of Occupational Road Risk Policy and associated documents • Analysis of statistics to identify trends and advise on mitigations to reduce risks. • Violent incident reporting procedures. • Record management and record retention schedules. 8 18. Failure to achieve the outcomes of the Community Plan 2022-32 (Council Top Risk) 20 • Participation in CP Outcomes Lead and Progress Groups. • Delivery of Local Housing Strategy and Strategic Housing Investment Plan 8 179
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• Failure to tackle inequalities in priority areas • Failure to comply with statutory requirements • Failure to improve outcomes for communities • Safer South Lanarkshire Steering Group undertake a monitoring role and report progress regularly to Safer South Lanarkshire Board. • Delivery of the Anti-Social Behaviour Strategy. • Promotion and delivery of Anti-Social Behaviour services • Promotion of Equality and Diversity through Resource Co-ordination Group • Fuel poverty – work towards achieving national targets • Promotion of a community engagement approach and events • Cross Resource Security Working Group meet quarterly • Specific targets within Resource plan, reported quarterly • Local Child Poverty Action Plan Report 19. Failure to achieve the outcomes of the Council Plan (Council Top Risk) • Failure to reduce inequalities in priority areas • Failure to comply with statutory requirements • Not improving outcomes for individuals/families 16 • Resource Risk Register maintained, monitored and reported to Committee • Annual performance reporting and annual performance spotlights • Governance arrangements via the Executive Committee, PRSF and Resource Committees of the council • Resource Plan and Service Plans are prepared annually • Resource Plans are reported and monitored by Committee. 8 180
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Appendix 2: Comparison of the 2024 and 2023 Housing and Technical Resources Risk Register (Very High and High Risks) Risk Category Key risk description 2023 Residual risk score 2024 Residual risk score Change in residual risk scores Changes to key risk descriptions Very High (15-25) 1. The Budget Gap that the council is facing across the medium term is the biggest risk faced by the Council. The Budget Gap is the result of the continued real terms reduction in Government funding as well as the increased demand and increased cost of services including the significant impact of price increases on areas such as inflationary increases on utilities, and increased staff costs due to pay awards. Reduced fees/income received by the Council would add to budget pressures across Services 20 20 = Wording updated 2. Inability of the council to effectively provide accommodation and support to households who are homeless and people who arrive in South Lanarkshire as part of refugee resettlement and the asylum seeker dispersal programmes, (including those for unaccompanied children) 16 20 ↑ Wording updated Score increased due to difficulties faced managing the risk, reflected in the council’s recent declaration of a housing emergency. 3. The council, in conjunction with its partners, is unable to provide the required support to reducing the overall impact of the costs of living crisis on households in South Lanarkshire resulting in 20 20 = Wording Updated 181
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Risk Category Key risk description 2023 Residual risk score 2024 Residual risk score Change in residual risk scores Changes to key risk descriptions increasing levels of poverty, debt, and poorer outcomes for people 4. Inability to take the necessary action due to funding constraints, to combat climate change, and work toward achieving net zero carbon emissions by 2045, thereby contributing to negative and irreversible environmental, social and economic impacts on the council and its residents 16 20 ↑ Wording updated Score increased to reflect funding constraints and difficulties faced by the council in meeting climate change targets 5. Increasing levels of adverse weather 9 16 ↑ Score increased due to significant damage to council properties over recent years as a result of storms and burst pipes. Weather events are also impacting upon the council’s property insurance premiums and level of uninsured excesses carried. 6. The council inherits commercially unviable shopping centres due to the financial failure of existing owner/management companies resulting in significant financial and operational liabilities transferring to the council N/A 16 New 7. The council fails to comply with its statutory duties by not conducting sufficiently robust impact assessments where the N/A 16 New 182
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Risk Category Key risk description 2023 Residual risk score 2024 Residual risk score Change in residual risk scores Changes to key risk descriptions same are required in respect of budget/service redesign proposals, leading to potential legal and financial challenges, which could result in failure to deliver those proposals High (8-12) 8. The financial implications of fire within council properties, particularly within housing stock, where despite investment being made and awareness continuing to be raised, fires continue to occur 12 12 = Wording Updated 9. The council does not have the appropriate emergency / business continuity plans; contingency arrangements or partnerships in place to respond to/or recover from a pandemic/endemic event. 12 12 = 10. Procurement activity is affected by supply chain issues; a lack of resources; non- compliance or legal challenge 12 12 = 11. Inability of the Council to effectively comply with current Tolerable Standard within Scottish Housing Quality Standard, Element 11 – Electrical Installations, Element 11A – Smoke and Heat Alarms and Element 11B – Carbon Monoxide Alarms. 10 10 = 183
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Risk Category Key risk description 2023 Residual risk score 2024 Residual risk score Change in residual risk scores Changes to key risk descriptions 12. Implications of the Scottish Fire and Rescue Service Unwanted Fire Alarm Signal Policy within council’s non- domestic estate 16 9 ↓ Score reduced to reflect claims history indicates that risk of fires in the type of properties concerned is low. 13. Failure to meet the Council's 'Homes+' affordable housing supply target resulting in a reduction in the ability to meet housing need’ 6 9 ↑ Wording updated 14. Failure to address fuel poverty in council houses 9 9 = 15. Inability to ensure public safety and protection 9 9 = Wording updated 16. Inability to maintain infrastructure, assets and properties in a well- maintained condition that will avoid unplanned closure, due to budget constraints and failure to achieve objectives of asset and property reviews. 9 9 = Wording updated 17. Failure to ensure Health, Safety and wellbeing of employees and protection of service users and members of the public in the delivery of council services. 8 8 = 18. Failure to achieve the outcomes of the Community Plan 2022- 2032 8 8 = 19. Failure to achieve the outcomes of the Corporate Plan 8 8 = 184
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 27 November 2024 Report by: Executive Director (Housing and Technical Resources) Subject: Annual Report - Mainstreaming Equality and Diversity within Housing and Technical Resources 1. Purpose of Report 1.1 The purpose of the report is to:- provide an overview of progress made in relation to mainstreaming equalities within Housing and Technical Resources during 2023/2024 highlight the key actions to be progressed during 2024/2025 2. Recommendation(s) 2.1 Housing and Technical Resources Committee is asked to approve the following recommendation(s):- (1) that the progress made during 2023/2024 and key actions for 2024/2025 in relation to mainstreaming equalities be noted. 3. Background 3.1 The Housing and Technical Resources Equality and Diversity Coordination Group has responsibility for overseeing the implementation of the Resource’s Equality and Diversity work plan and ensures a consistent approach is taken to mainstreaming equality and diversity across the Resource in line with the wider corporate equalities’ agenda. 3.2 The range of work being carried out across the Resource in relation to mainstreaming equality and diversity is reported on an annual basis, with the last report for 2022/2023 presented to Housing and Technical Resources Committee on 8 November 2023. 3.3 This report provides details of the activities progressed during 2023/2024, whilst setting out the key priorities to be progressed during 2024/2025. 4. National and Local Policy Developments 4.1 New Housing Bill for Scotland The Housing (Scotland) Bill was published by the Scottish Government in March 2024. The Bill aims to support delivery of Housing to 2040 and ‘A New Deal for Tenants’. The main objectives of the Bill are to prevent homelessness and strengthen tenants’ rights through: 20 185
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the introduction of an ‘ask and act’ duty on social landlords and other bodies, such as health boards and police, to ask about a person’s housing situation, and act to avoid them becoming homeless wherever possible reform of provision for people threatened with homelessness and provisions relating to domestic abuse other proposals that relate to the private rented sector and include long term rent controls for private tenancies, new rights to keep pets, decorate rented homes and stronger protection against eviction Housing and Technical Resources has responded to various consultations in respect of the Bill, most recently, two separate Calls for Evidence. The Resource will continue to closely monitor the Bill as it progresses through Parliament with consideration already being given to any future changes required to housing policy and practice locally to ensure alignment with the final provisions detailed within the Bill. 4.2 A Human Rights Bill for Scotland In June 2023, the Scottish Government launched the consultation on ‘A Human Rights Bill for Scotland’. The Bill aims to incorporate a range of economic, social and cultural rights into Scots law for the first time, as far as possible, within the limits of devolved competence. Housing and Technical Resources contributed to the Council’s final response to the consultation which was co-ordinated by Finance and Corporate Resources and submitted by the closing date of 5 October 2023. The Resource will continue to maintain a watching brief on the Bill as it progresses through Parliament to ensure that it responds timeously and appropriately to any new requirements arising from the Bill. 4.3 Public Sector Equality Duty The Public Sector Equality Duty requires Scottish local authorities to set out Equality Outcomes to address human rights and inequalities at 4-yearly intervals. The Council’s current equality outcomes cover the period 2021 to 2025. Housing and Technical Resources’ headline equality outcome is ‘Prevent homelessness occurring and significantly reduce homelessness’, with specific actions and measures identified which align to the Rapid Rehousing Transition Plan 2019 to 2024 (RRTP) and the Local Housing Strategy 2022 to 2027. An update on the measures within the Resource’s equality outcome was included within the Council’s mid-point progress report on the equality outcomes covering the period 2021 to 2023, which was presented to Executive Committee in June 2023. The full report is available on the Council’s website. A final progress report on the equality outcomes is due to be published in 2025 and will coincide with publication of the Council’s new equality outcomes for 2025 to 2029. 186
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4.4 Equality Impact Assessment and the Fairer Scotland Duty The Resource continues to undertake Equality Impact and Fairer Scotland Duty assessments for new or revised policies and strategies. During 2023/2024, the Resource undertook five Equality Impact Assessments and two Fairer Scotland Duty Assessments. Details of these are provided in Appendix 1. A new Integrated Impact Assessment was approved by Executive Committee on 2 October 2024 and will also include consideration of human rights, children’s rights, consumer rights and climate change as part of policy development processes. 4.5 Development of the South Lanarkshire Progressive Housing Framework During 2023/2024, Housing and Technical Resources and the South Lanarkshire University Health and Social Care Partnership (SLUHSCP) worked together to develop a South Lanarkshire Progressive Housing Framework. Progressive Housing is an approach which reflects the Council’s response to people’s changing housing, support and care needs over the course of their lives. It aims to promote independent living through re-focusing operating models in relation to the types of accommodation provided, the location of new housing sites, the way care is provided, and the level of support that is delivered. 5. Key Areas of Progress 2023/2024 5.1 Key highlights in relation to mainstreaming equalities for Housing and Technical Resources during 2023/24 include:- 269 homes (104 new build and 165 properties bought through the Council’s Market Purchase Scheme) delivered through the affordable housing supply programme, with a continued focus on ensuring that homes are accessible to meet a variety of current and future needs. Of the new Council homes delivered, 20 (19%) were wheelchair accessible, exceeding the 10% target set 1,884 homes adapted to support people with health conditions or disabilities to continue to live independently within their existing homes, without the need for rehousing or moving to a care setting delivery of Year 5 of the Rapid Rehousing Transition Plan (RRTP) during a time of unprecedented demand on homelessness services at a local and national level. This saw the Resource and partners continue to work together to prevent and reduce homelessness as far as possible, while limiting the time people experiencing homelessness spend in temporary accommodation introduction of a new approach to assessing the medical aspect of housing applications. The new Home and Health Assessment Service, a key aspect of the Progressive Housing Framework, is delivered jointly by Housing Services and the Occupational Therapy Service. The service aims to help people to remain within their existing home, however where this is not possible, an appropriate level of priority is awarded under the Housing Allocation Policy to help them move to a more suitable home continued provision of site improvements and services for the Gypsy / Traveller community in South Lanarkshire continue to support the delivery of the Armed Forces Covenant, through the establishment of a Veterans / Armed Forces housing enquiries tracker to help ensure that housing issues relating to this equality group are resolved quickly continued delivery of support to individuals and families as part of refugee resettlement programmes, through the dedicated Asylum and Refugee Resettlement Team working in conjunction with partner agencies 187
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continued partnership working with other key agencies, including the South Lanarkshire Child Protection Committee and homelessness partners to modernise the care system and deliver the objectives of The Promise Scotland. The Promise aims to ensure that care experienced children and young people grow up loved, safe and respected with better life chances as they progress into adulthood the continued development of services for older tenants including expanding digital connectivity and improving services for tenants living with dementia continued partnership working with the South Lanarkshire Autism Strategy Group and the Autism Resources Co-ordination Hub (ARCH) to deliver better housing outcomes for individuals and families affected by autism and other forms of neurodivergence 5.2 Further details on the above and other areas of work progressed by the Resource in relation to mainstreaming equalities during 2023/24 can be found in Appendix 1. 6. Consultation, Engagement and Customer Feedback 6.1 As part of the Resource’s annual consultation programme and in addition to the broader programme of engagement, officers continue to work closely with a range of equalities groups and stakeholders including:- Disability Partnership Housing Subgroup South Lanarkshire Access Panel residents of the Council’s two Gypsy/Traveller sites sheltered housing tenants people with lived experience of homelessness veterans/Armed Forces community care-experienced young people Seniors Together South Lanarkshire Violence Against Women and Girls Strategic Partnership South Lanarkshire Autism Strategy Group See Hear Strategic Working Group Financial Inclusion Network Digital Inclusion Sub-group South Lanarkshire Youth Council Bord-na-Gaidhlig During 2023/2024, these groups and stakeholders were instrumental in contributing to the development of key strategic areas of work, including the Customer Involvement Strategy 2024 to 2029 and the Anti-Social Behaviour Strategy 2024 to 2029. 7. Complaints 7.1 During 2023/2024, there were no complaints recorded by the Resource under the Equalities category. 8. Employee Learning and Development 8.1 Resource employees participated in a total of 867 equality and diversity related learning and development activities during 2023/2024. This consisted of 772 e- leaning activities and 95 classroom-based activities including:- Equality and Diversity Awareness Age Discrimination 188
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Challenging Ageist Stereotypes Race Discrimination Deaf Awareness Sight Loss Awareness LGB&T People and Public Services Autism Awareness-Raising Understanding Getting it Right for Every Child (GIRFEC) Multi-Agency Child Protection Procedure Trauma-Informed Practice Transgender Awareness Gender Reassignment This programme of equalities training continues to be rolled out by Employee Development on an ongoing basis. Specific training for Housing and Technical Resources staff will also be identified by the Resource and delivered as required. 9. Equality and Diversity Reporting Framework 9.1 On an annual basis, the Resource reports the range of work and activities being progressed to support mainstreaming equality to various key stakeholders, including:- Resource Management Team Parent Joint Consultative Council Housing and Technical Resources Committee Equal Opportunities Forum 10. Key Priorities for 2024/2025 10.1 The Resource Equality and Diversity Coordination Group will continue to oversee and progress work in relation to mainstreaming equality across Housing and Technical Resources during 2024/2025. 10.2 Key priorities for the Resource during 2024/2025 will include:- track progress of the Housing (Scotland) Bill and the Human Rights Bill as they progress through Parliament, ensuring that the Resource responds timeously and appropriately to any new requirements arising from the Bills continue to implement the affordable housing supply programme to deliver a range of housing solutions to meet a wide variety of needs undertake Integrated Impact Assessments to ensure all legal duties are met support delivery of the Homelessness Strategic Action Plan 2024/2025 ensure delivery of relevant aspects of the Council’s Armed Forces Community Covenant Strategy 2024 to 2027 continue to support the programmes of refugee resettlement and asylum dispersal within South Lanarkshire review the first of the National Dementia Strategy’s delivery plans (2024 to 2026) to ensure that the service responds timeously and appropriately to any new requirements implementation of the South Lanarkshire Progressive Housing Framework, a key aspect of which is the delivery of the new Home and Health Assessment Service ensure that the Resource’s new IT system is effectively developed to appropriately collect and report equalities monitoring information 189
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10.3 Full details of key priorities to be taken forward during 2024/2025 are detailed in Appendix 2. 11. Next steps 11.1 During 2024/2025, in line with the agreed reporting schedule, an annual update will be reported to key stakeholders as detailed at 9.1 above. 12. Employee Implications 12.1 There are no employee implications associated with this report. 13. Financial Implications 13.1 There are no financial implications associated with this report. 14. Climate Change, Sustainability and Environmental Implications 14.1 This report does not introduce a new policy, function or strategy which impacts on the natural environment, climate change or sustainability. 15. Other Implications 15.1 There is a risk to South Lanarkshire Council should the Resource not comply with the relevant equalities’ duty and legislation. 15.2 The content of this report will contribute to the evidence to support the requirements of the Annual Assurance Statement to the Scottish Housing Regulator. 16. Integrated Impact Assessment and Consultation Requirements 16.1. 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. 16.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Stephen Gibson Executive Director (Housing and Technical Resources) 5 November 2024 Link(s) to Council Values/Priorities/Outcomes Good quality, suitable and sustainable places to live Caring, connected, sustainable communities Our children and young people thrive People live the healthiest lives possible Focused on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress and improve 190
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Previous References Annual Report - Mainstreaming Equality and Diversity within Housing and Technical Resources, Housing and Technical Resources Committee, 8 November 2023 Council’s Approach to Impact Assessments, Executive Committee, 2 October 2024 Equalities Mainstreaming Progress Report , Executive Committee 21 June 2023 List of Background Papers Housing (Scotland) Bill (The Scottish Government – 26 March 2024) Housing to 2040 (The Scottish Government – 15 March 2021) A New Deal for Tenants – Draft Strategy Consultation (The Scottish Government – December 2021) A Human Rights Bill for Scotland: Consultation (The Scottish Government – 15 June 2023) South Lanarkshire Equality Outcomes Mid-Point Progress Report 2021-23 South Lanarkshire Rapid Rehousing Transition Plan 2019-2024 Contact for further information If you would like to inspect the background papers or want further information, please contact: Cameron Mitchell, Strategy and Support Manager Tel: 01698 454862 E-mail: Cameron.mitchell@southlanarkshire.gov.uk 191
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APPENDIX 1 KEY AREAS OF PROGRESS 2023/24 Affordable Housing Supply Programme During 2023/24, a total of 269 additional affordable homes for social rent were delivered by. the council. This included 104 new build homes and 165 properties bought through the council’s Market Purchase Scheme. In delivering the new build housing programme, the Resource delivered 20 wheelchair accessible homes, which accounted for 19% of all new build homes delivered, exceeding the 10% target set within the Local Housing Strategy 2022-2027. Adaptations Programme During 2023/24, a total of 1,884 homes were adapted to support people with health conditions or disabilities to continue to live independently within their own homes, without the need for rehousing or moving to a care setting. The Resource completed 944 adaptations to council properties and a further 940 adaptations were completed in private homes through grant funding provided through the Scheme of Assistance. Housing and Homelessness The fifth annual review of the RRTP was undertaken during 2023/24 and will be reported to Housing and Technical Resources Committee in August 2024. The review notes that 2023/24 has been an extremely challenging year for homelessness services in South Lanarkshire, with no sign of abatement in the significant increase in the levels of homelessness experienced over the last two years. The experience locally is reflective of trends across the whole of Scotland. Against two key homelessness measures within the RRTP, the council experienced: - • a 28% increase in the number of people applying to the council for assistance due to homelessness. • a 101% increase in the backlog of urgent need homeless households awaiting housing. Despite this challenging context, progress has been made in the fifth year of the plan with key highlights including: • the continued strong focus on partnership working to deliver homelessness prevention and tenancy sustainment services. • close partnership working to develop and progress specific ‘Directions’ within the Strategic Commissioning Plan 2022-25. • 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, 61% of advice cases were closed with support being provided preventing homelessness from occurring. • 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 117 tenancies have been flipped since the approach was introduced in 2019/20. • the further development of Housing First, with a total of 40 households now supported through the programme. • The continuation of the positive Personal Housing Planning approach for vulnerable groups including women experiencing domestic abuse, care leavers and people leaving prison. 192
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KEY AREAS OF PROGRESS 2023/24 In reviewing the fifth and final 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 the wider increasing demand and pressures in the housing system, including from humanitarian programs. The council and its partners continue to have a strong track record of delivering effective homelessness services. The commitment to preventing and alleviating homelessness has been a continuing focus throughout the five years of the life of the RRTP and will remain so going forward. Development of Home and Health Assessment Service During 2023/24, the Resource worked with the South Lanarkshire University Health and Social Care Partnership (SLUHSCP) to develop a new approach to the assessment of the medical aspect of housing applications. The new Home and Health Assessment Service (HHAS), delivered jointly by Housing Services and the Occupational Therapy Service, aims to assist people to remain in their existing home, however where this is not possible, an appropriate level of priority is awarded under the Housing Allocation Policy to help them to move to a more suitable home. Following a successful test of the new model and approach, the HHAS was launched in April 2024. The new service is a key aspect of the Progressive Housing Framework. Gypsy/Travellers Throughout 2023/24, the Resource has continued to ensure the appropriate provision of services are provided to residents of South Lanarkshire Council’s two Gypsy/Traveller sites. This includes the latest phase of the resident-led site masterplans, delivering projects prioritised by residents to make significant improvements to accommodation and communal facilities on both sites. This included investment from both the council’s Housing Revenue Account and Scottish Government’s Additional Accommodation Fund for Gypsy/Travellers resulting in the delivery of a new play area at the Shawlands Crescent site, designed by children and young people who live there, alongside new CCTV and fencing. At the Springbank Park site, pitch extension works were completed as part of a multi-phase project to provide new amenity facilities for residents, with work continuing into 2024/25. A new play area for residents at Springbank Park will also be installed in 2024/25. Support to Care Experienced Children and Young People To support the objectives of The Promise, during 2023/24 the Resource worked in partnership to implement a number of initiatives to prevent where possible, children and young people entering the care system, and to better support children and young people experiencing care. This included: - • Breaking the Cycle team continued to support families with children to improve parenting skills, address anti-social behaviour, identify and address risk, sustain accommodation, maximise opportunities in relation to income and connect to community networks, with successful outcomes reported. • New joint Housing Services and Social Work Resources continuing care protocol, developed with partners and young people, was launched in December 2023 following approval at the Champions Board. As part of the new protocol, a Throughcare Housing Officer provides monthly ‘drop-in’ advice and assistance to care-experienced children and young people in relation to housing matters and this has proved to be a valuable resource. • Homelessness advice YouTube video link circulated to all South Lanarkshire high schools for distribution to students during Personal Social Education classes. 193
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KEY AREAS OF PROGRESS 2023/24 • Following consultation with young people, a successful bid was made to the Big Lottery Improving Lives Fund in partnership with Barnardo’s. This funding was used to deliver housing support for young care leavers to support moves onto independent living. • Continued to deliver wider housing support to those at risk of homelessness or homeless to minimise the impact and prevent repeat cycles as far as possible. • Wellbeing recording and monitoring tool established, with plans for further development of this linked to the Resource’s new IT system. • Continued to commission specialist support from Third Sector to meet multiple and complex support needs, including Housing First approach. • Two properties were used to pilot a new interim housing option between care setting and independent living. This provides care experienced young people with the opportunity to develop the life skills required to successfully manage their own tenancies. Support to Victims of Domestic Abuse The Resource has a well-established person-centred housing pathway approach for people experiencing domestic abuse. The pathway considers options to support victims that can include agency support and safety planning to remain in their current accommodation or provision of housing advice, should they wish to move to a different location. During 2023/24, a total of nine housing pathways were completed. Armed Forces Covenant During 2023/24, the Resource continued to support delivery of the Armed Forces Covenant. Building on the principles of the current Housing Allocation Policy, which makes provision for Veterans, the Resource established a Veterans / Armed Forces housing enquiries tracker to help ensure that housing issues pertaining to this equality group are resolved as quickly as possible. Refugee Resettlement Programme Since December 2015 to the end of March 2024, 62 families (236 individuals) have been settled across South Lanarkshire through the UK Refugee and Afghan resettlement programmes supported by specialist Support Officers from the Asylum and Refugee Resettlement Team. Since the Russian invasion of Ukraine, in March 2022, approximately 900 individuals were supported across four hotels by the Team. Partnership working also provided support to resettle 92 families (232 individuals) in communities across South Lanarkshire and over 248 guests have been welcomed by 230 hosts. A further 210 individuals have been supported in interim accommodation as a move on option from hotel provision. The Asylum and Refugee Resettlement Team continues to work closely with Youth, Family and Community Learning Officers (ESOL), within Education Resources, enabling individuals to access opportunities, positively engage with employers, communities and develop English language skills. 194
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KEY AREAS OF PROGRESS 2023/24 Asylum Dispersal During 2023/24, the Resource continued to work with a range of internal and external partners to support the implementation of the UK Government’s proposals to widen dispersal of asylum seekers. This work included ensuring the council is represented at national meetings and contributes effectively to discussions with the UK Government’s Asylum Accommodation and Support Provider and other agencies, in the identification of suitable accommodation options within South Lanarkshire. Services for Older Tenants During 2023/24, the Resource continued to support digital inclusion for sheltered housing tenants, with a further 14 digital devices added to the existing bank of equipment following a further successful bid to Connecting Scotland. These devices have now been deployed for communal tenant use, further increasing the scope and reach of digital connectivity for tenants across all four localities of South Lanarkshire. This work is supported by five volunteer Digital Champions, who work within the sheltered housing service and who continue to support a range of work and initiatives around digital inclusion and technology enabled care. ‘Dementia in Scotland: Everyone’s Story’, the new National Dementia Strategy for Scotland was published in May 2023. The service continues to deliver a range of initiatives to support delivery of the Strategy with the aim of keeping tenants living with dementia living independently at home for longer. Some of these initiatives include: - • Dementia- friendly design principles within sheltered developments. • Dementia Awareness training for all sheltered housing staff. • Promoting the Dementia Friends scheme. • Linking with relevant agencies including Age Scotland and Alzheimer’s Scotland to share good practice. • Promoting the use of the Herbert Protocol which helps locate people with dementia who may have gone missing. • Providing adaptations and technology enabled care options to support tenants living with dementia to remain at home. South Lanarkshire Autism Strategy During 2023/24, the Resource continued to work in partnership with the council’s Autism Strategy Group to support delivery of the South Lanarkshire Autism Action Plan and help improve services for individuals and families affected by autism. 2023/24 was a highly successful year in terms of raising the profile of autism and other forms of neurodivergence within the Resource. Working in close partnership with the Autism Resources Co-ordination Hub (ARCH), the Resource worked to deliver a range of work to improve the understanding of and to help meet the housing and support needs of individuals and families affected by autism and other forms of neurodivergence. This included: - • Providing autism awareness-raising training across two sessions for housing and property services staff. The staff who attended the sessions assumed an informal ‘Champions’ role, cascading key messages from the sessions to their teams and providing practical advice and support when required. • Developing an autism awareness Toolbox Talk for rollout to all Building Services Operatives, alongside an at-a-glance card offering practical tips and advice for communicating with people who have autism. 195
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KEY AREAS OF PROGRESS 2023/24 • Welcoming a member of the autism community to the Disability Partnership Housing Subgroup, thus ensuring that those with neurodivergence issues are represented on the group. • Preparing a full response to the ‘Housing and Independent Living’ section of the Learning Disabilities, Autism and Neurodivergence (LDAN) Bill to inform the wider corporate response to the Scottish Government. • A number of successful housing outcomes were achieved for service users following referrals from ARCH. This ranged from providing low level housing support to a young man to assist him in managing his first tenancy, to providing a new build council home to a family of five potentially facing homelessness. Equality Data Collection 2023/24 saw the ongoing development / build of the Resource’s new Integrated Housing and Property Services Management System. A key aspect of this includes the development of an ‘Equalities Monitoring’ module, the primary aim of which is to improve the efficacy of equalities information held for customers to assist the Resource to better understand and meet their needs. Hospital Discharge Working in partnership with colleagues in NHS Lanarkshire, a joint hospital discharge tracker and protocol was developed. This helps ensure that tailored housing advice is provided to people who are ready to be discharged from hospital, thus assisting them to return to their homes as quickly as possible whilst also reducing hospital ‘bed blocking’. Accessibility During 2023/24, the Resource continued to work in partnership with the South Lanarkshire Disability Partnership Housing Subgroup and Access Panel. A key aspect of this was working in consultation with both groups on the accessibility aspects of key housing policies and strategies. In February 2024, representatives from both groups undertook a site visit to the council new build wheelchair accessible properties at Wellhall Road in Hamilton. The visit centred around a property which had been specially adapted for an incoming tenant with particular needs. Feedback from both groups was positive with members impressed by the quality and standard of the facilities on offer. Equality Impact Assessment and the Fairer Scotland Duty During 2023/24, the Resource continued to undertake Equality Impact and Fairer Scotland Duty assessments for new and revised policies and strategies as a means of mitigating inequalities. The Resource completed five Equality Impact Assessments in respect of : - Customer Involvement Strategy 2024-29 Anti-Social Behaviour Strategy 2024-29 Revenue and Capital Account Budget 2024/25 Whitlawburn Local Letting Initiative Laundry Facilities – Introduction of charging 2024/25 The Resource also completed two Fairer Scotland Duty assessments in respect of: - Anti-Social Behaviour Strategy 2024-29 Revenue and Capital Account Budget 2024/25 196
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KEY AREAS OF PROGRESS 2023/24 Translation and Interpretation Services The Resource continues to provide a range of translation (written) and interpretation (verbal) services to customers with specific communication requirements, including sign language provision. These services have helped to make housing services more inclusive for people whose first language is not English. Specifically, during 2023/24, the Resource provided the sheltered housing newsletter in audio format for tenants who are blind or visually impaired. Gaelic Language Plan During 2023/24, the Resource continued to support delivery of the council’s Gaelic Language Plan, with the executive summaries of the Local Housing Strategy 2022-27, the Customer Involvement Strategy 2023-28 and the Anti-Social Behaviour Strategy 2024-29 all now published in Gaelic. 197
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APPENDIX 2 KEY PRIORITIES FOR 2024/25 Affordable Housing Supply Programme Continue to implement the affordable housing supply programme to support the delivery of additional and affordable homes, whilst delivering the target of 10% for wheelchair accessible homes. Adaptations Programme Continue to implement the adaptations programme in both council and private homes to support independent living for older people and those with disabilities. Carry out a review of the Scheme of Assistance, which aims to assist homeowners and private tenants to repair, maintain, improve and adapt their homes. South Lanarkshire Progressive Housing Framework Continue to implement and report on progress in relation to the key aspects of the Progressive Housing Framework. Home and Health Assessment Service Working in partnership with the Occupational Therapy service, continue to deliver the Home and Health Assessment Service. Housing (Scotland) Bill and the Human Rights Bill for Scotland Monitor progress of both Bills as they progress through the Parliamentary process. Consider impact on local policy and practice to ensure alignment to the new requirements for housing arising from the Bills. Equality Data Collection Ensure an effective approach to equality data collection, linking to the continued development of the Resource’s new integrated management system. Accessibility Continue to work in partnership with the South Lanarkshire Access Panel and Disability Partnership Housing Subgroup to ensure that council homes and public buildings remain accessible to meet a variety of needs. Integrated Impact Assessment Undertake Integrated Impact Assessments against new and revised policies and strategies. Housing and Homelessness Support delivery of the Homelessness Strategic Action Plan 2024/25, ensuring effective monitoring and reporting arrangements are in place. Care Experienced Children and Young People Continue to work in partnership with other agencies to deliver the aims and objectives of ‘The Promise’ and improve outcomes for care experienced children and young people. Armed Forces Covenant Support the implementation of the Armed Forces Act 2021 which establishes the commitments in the Covenant including the new duty for local services to pay ‘due regard’ to the Covenant principles when exercising functions, including housing. 198
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KEY PRIORITIES FOR 2024/25 Refugee Resettlement and Asylum Dispersal Continue to support the programmes of refugee resettlement and asylum dispersal within South Lanarkshire. Gypsy/Travellers Continue programme of engagement with Gypsy / Travellers to deliver the 2024/25 site masterplan priorities, including pitch extension works and the installation of a new play area for residents of the Springbank Park site. Sheltered Housing Tenants Through the sheltered housing management team and working collaboratively with the service’s Digital Champions, continue to take forward a range of initiatives to improve services and support independent living for sheltered tenants. Working with the tenant-led Central Planning Group, deliver the fourth sheltered tenants’ Festival, bringing together tenants from across all four localities to create a wider sense of community. National Dementia Strategy Take forward any new requirements / initiatives arising from the first National Dementia Strategy Delivery Plan 2024-26, building on existing good practice to support tenants who are living with dementia, as well as their families and carers. South Lanarkshire Autism Strategy Working in partnership with the Autism Resources Co-ordination Hub (ARCH), continue to improve housing outcomes for individuals and families affected by autism and other forms of neurodivergence and respond to any new requirements arising from the Learning Disabilities, Autism and Neurodivergence (LDAN) Bill. Translation and Interpretation Continue to make housing services more accessible for people whose first language is not English by providing translation and interpretation services. British Sign Language Plan 2024-2030 Contribute to development of the pan-Lanarkshire British Sign Language Plan 2024-2030 to support delivery of the Scottish Government’s British Sign Language National Plan 2023- 29, including publishing key housing information in British Sign Language on the council’s website. Consultation and Engagement Continue the programme of consultation and engagement with a range of equality groups to help shape housing services and practice and ensure that they remain inclusive for everyone. Learning and Development Continue to provide equalities-based learning and development opportunities for employees which reflect identified priorities. 199
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