Agenda Document Pack - Housing and Technical Resources Committee - 05/10/2022
South Lanarkshire Council · 5 October 2022
Back to Housing and Technical Resources Committee — 5 October 2022 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 27 September 2022 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, 05 October 2022 Time: 10:00 Venue: Hybrid - Council Chamber, Council Offices, Almada Street, Hamilton, ML3 0AA The business to be considered at the meeting is listed overleaf. Yours sincerely Cleland Sneddon Chief Executive Members Davie McLachlan (Chair), Martin Lennon (Depute Chair), Joe Fagan (ex officio), John Bradley, 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, Lynsey Hamilton, Ross Lambie, Richard Lockhart, Julia Marrs, Ian McAllan, Kenny McCreary, Norman Rae, David Shearer Substitutes Robert Brown, Poppy Corbett, Gladys Ferguson-Miller, Martin Hose, Cal Johnston- Dempsey, Gavin Keatt, Eileen Logan, Monique McAdams, Richard Nelson, Dr Ali Salamati, 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 10 August 2022 submitted for approval as a correct record. (Copy attached) 5 - 14 Monitoring Item(s) 3 Revenue Budget Monitoring 2022/2023 - Housing and Technical Resources (Excl Housing Revenue Account (HRA)) Joint report dated 31 August 2022 by the Executive Director (Finance and Corporate Resources) and Interim Executive Director (Housing and Technical Resources). (Copy attached) 15 - 20 4 Revenue Budget Monitoring 2022/2023 - Housing and Technical Resources - Housing Revenue Account (HRA) Joint report dated 31 August 2022 by the Executive Director (Finance and Corporate Resources) and Interim Executive Director (Housing and Technical Resources). (Copy attached) 21 - 24 5 Capital Budget Monitoring 2022/2023 - Housing and Technical Resources (excl Housing Revenue Account) Joint report dated 14 September 2022 by the Executive Director (Finance and Corporate Resources) and Interim Executive Director (Housing and Technical Resources). (Copy attached) 25 - 28 6 Capital Budget Monitoring 2022/2023 - Housing and Technical Resources (Housing Revenue Account) Joint report dated 6 July 2022 by the Executive Director (Finance and Corporate Resources) and Interim Executive Director (Housing and Technical Resources). (Copy attached) 29 - 32 7 Housing and Technical Resources – Workforce Monitoring – June and July 2022 Joint report dated 6 September 2022 by the Executive Director (Finance and Corporate Resources) and Interim Executive Director (Housing and Technical Resources). (Copy attached) 33 - 40 8 Housing and Technical Resources’ Resource Plan - Quarter 4 Progress Report 2021-2022 Report dated 4 August 2022 by the Interim Executive Director (Housing and Technical Resources). (Copy attached) 41 - 70 Item(s) for Decision 9 Housing and Technical Resources Workforce Plan 2022 - 2025 Report dated 12 September 2022 by the Interim Executive Director (Housing and Technical Resources). (Copy attached) 71 - 80 10 Scottish Housing Regulator – Annual Assurance Statement 2021/2022 Report dated 22 August 2022 by the Interim Executive Director (Housing and Technical Resources). (Copy attached) 81 - 88 2
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11 South Lanarkshire Council's Strategic Housing Investment Plan 2023-2028 Report dated 20 September 2022 by the Interim Executive Director (Housing and Technical Resources). (Copy attached) 89 - 120 12 Housing Services Customer Involvement Strategy 2018-2022 Annual Review 2021/2022 Report dated 9 September 2022 by the Interim Executive Director (Housing and Technical Resources). (Copy attached) 121 - 142 13 1 Kilmory Road, Carluke – Asset Transfer to Carluke Men’s Shed Report dated 8 September 2022 by the Interim Executive Director (Housing and Technical Resources). (Copy attached) 143 - 148 Item(s) for Noting 14 Annual Report on the Charter (ARC) 2021/2022 Report dated 24 August 2022 by the Interim Executive Director (Housing and Technical Resources). (Copy attached) 149 - 154 15 Housing and Technical Resource Plan 2022-2023 Report dated 9 September 2022 by the Interim Executive Director (Housing and Technical Resources). (Copy attached) 155 - 178 Urgent Business 16 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Helen Calley Clerk Telephone: 07385370069 Clerk Email: helen.calley@southlanarkshire.gov.uk 3
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HOUSING AND TECHNICAL RESOURCES COMMITTEE Minutes of meeting held via Confero and in the Council Chamber, Council Offices, Almada Street, Hamilton on 10 August 2022 Chair: Councillor Davie McLachlan Councillors Present: Councillor Walter Brogan, Councillor Mathew Buchanan, Councillor Janine Calikes, Councillor Gerry Convery, Councillor Margaret Cooper, Councillor Andrea Cowan, Councillor Maureen Devlin, Councillor Colin Dewar, Councillor Allan Falconer, Councillor Grant Ferguson, Councillor Alistair Fulton, Councillor Ross Gowland, Councillor Geri Gray, Councillor Lynsey Hamilton, Councillor Ross Lambie, Councillor Martin Lennon (Depute), Councillor Richard Lockhart, Councillor Julia Marrs, Councillor Ian McAllan, Councillor Kenny McCreary, Councillor Norman Rae, Councillor Dr Ali Salamati (substitute for Councillor John Bradley), Councillor David Shearer Councillors' Apologies: Councillor John Bradley, Councillor Archie Buchanan, Councillor Joe Fagan (ex officio) Attending: Finance and Corporate Resources H Calley, Administration Officer; J Davitt, Public Relations Officer; H Goodwin, Finance Manager (Resources); E Maxwell, HR Business Manager; G McCann, Head of Administration and Legal Services; L O’Hagan, Finance Manager (Strategy); S Somerville, Administration Manager; L Wyllie, Administration Assistant Housing and Technical Resources D Lowe, Executive Director; A Finnan, Head of Housing Services; J Forbes, Head of Property Services; C Mitchell, Strategy and Support Manager 1 Declaration of Interests No interests were declared. 2 Revenue Budget Monitoring 2021/2022 - Housing and Technical Resources (Excl Housing Revenue Account (HRA)) A joint report dated 28 June 2022 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 2021 to 31 March 2022 for Housing and Technical Resources (excl HRA). An overspend position of £0.939 million was reported at 31 March 2022 which was mainly due to additional expenditure in relation to the COVID-19 response, including temporary accommodation costs for homeless people. The COVID-19 lockdown also had an impact on Property Services which provided the property investment, repairs and maintenance service to the HRA and other Resources’ capital and revenue budgets. The Service continued to incur non-variable costs which required to be offset by income recovery, therefore, a recharge had been made to those budgets to cover fixed costs. 2 5
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The main risk associated with the Council’s revenue budget was that there was an overspend. The risk had been assessed as low given the detailed budget management applied across the Resources. The risk would be managed through 4-weekly budget monitoring meetings at which any variance would be analysed. In addition, the probable outturn exercise ensured early warning for corrective action to be taken, where appropriate. Virements were proposed to realign budgets and those movements were detailed in appendices B, C and D of the report. The Committee decided: (1) that the overspend of £0.939 million as at 31 March 2022 on the Housing and Technical Resources’ Revenue Budget (excl HRA), as detailed in Appendix A of the report, be noted; and (2) that the proposed budget virements be approved. [Reference: Minutes of 8 December 2021 (Paragraph 3) and Minutes of the Executive Committee of 29 June 2022 (Paragraph 2)] 3 Revenue Budget Monitoring 2021/2022 - Housing and Technical Resources - Housing Revenue Account (HRA) A joint report dated 29 June 2022 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 2021 to 31 March 2022 for Housing and Technical Resources (HRA). As at 31 March 2022, there was a breakeven position against the phased budget. The COVID-19 lockdown had an impact on Property Services which provided the property repairs and maintenance service to the HRA. The Service continued to incur non-variable costs which required to be offset by income recovery, therefore, a recharge would be required at year- end to HRA revenue budget to cover a share of those fixed costs. The main risk associated with the Council’s revenue budget was that there was an overspend. The risk had been assessed as low given the detailed budget management applied across the Resources. The risk would be managed through 4-weekly Budget Monitoring meetings at which any variance would be analysed. In addition, the probable outturn exercise ensured early warning for corrective action to be taken, where appropriate. Virements were proposed to realign budgets and those movements were detailed in Appendix A of the report. The Committee decided: (1) that the breakeven position on the Housing and Technical Resources’ (HRA) revenue budget, as detailed in Appendix A of the report, be noted; and (2) that the proposed budget virements be approved. [Reference: Minutes of 8 December 2021 (Paragraph 4) and Minutes of the Executive Committee of 29 June 2022 (Paragraph 2)] 6
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4 Revenue Budget Monitoring 2022/2023 - Housing and Technical Resources (Excl Housing Revenue Account (HRA)) A joint report dated 6 July 2022 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 20 May 2022 for Housing and Technical Resources (excl HRA). As at 20 May 2022, there was a breakeven position against the phased budget. Virements were proposed to realign budgets and those movements were detailed in appendices B and C of the report. The Committee decided: (1) that the breakeven position as at 20 May 2022 on the 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 29 June 2022 (Paragraph 2)] Councillor Colin Dewar entered the meeting during this item of business 5 Revenue Budget Monitoring 2022/2023 - Housing and Technical Resources - Housing Revenue Account (HRA) A joint report dated 6 July 2022 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 20 May 2022 for Housing and Technical Resources (HRA). As at 20 May 2022, there was a breakeven position against the phased budget. The Committee decided: that the breakeven position on the Housing and Technical Resources’ (HRA) revenue budget, as detailed in Appendix A of the report, be noted. [Reference: Minutes of the Executive Committee of 29 June 2022 (Paragraph 2)] 6 Capital Budget Monitoring 2021/2022 - Housing and Technical Resources (excl Housing Revenue Account (HRA)) A joint report dated 20 July 2022 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 2021 to 31 March 2022. At its meeting on 8 December 2021, this Committee noted that the budget for Housing and Technical Resources for the financial year 2021/2022, including carry forward, was £8.146 million. Since that meeting, the Executive Committee, at its meeting on 2 February 2022, had also agreed the changes to the Housing and Technical Resources’ capital programme totalling a net decrease of £1.345 million. This took the Housing and Technical Resources’ programme for 2021/2022 to £6.801 million. 7
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The programme underspend of £1.317 million was mainly due to the timing of project spend on a number of projects within multi-year programmes, as outlined in the report. Any underspend on those projects, along with the funding, would be carried forward into the next financial year, as required. An update on the 2022/2023 capital programme was detailed in a separate report to the Committee. £0.036 million of capital spend would be required to be recorded as revenue spend. This transfer meant that, for the purpose of publishing the Council’s Annual Accounts only, there was a capital spend of £5.448 million. The Committee decided: that the Housing and Technical Resources’ (excl HRA) capital programme of £6.801 million, and expenditure for the year of £5.484 million, be noted. [Reference: Minutes of 8 December 2021 (Paragraph 5) and Minutes of the Executive Committee of 2 February 2022 (Paragraph 4)] 7 Capital Budget Monitoring 2021/2022 - Housing and Technical Resources (Housing Revenue Account (HRA)) A joint report dated 7 July 2022 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 (HRA) for the period 1 April 2021 to 31 March 2022. The Housing capital programme for 2021/2022 totalled £79.640 million and was detailed, along with the funding sources, in Appendix A of the report. The actual expenditure on the Housing programme was £73.181 million, a net underspend of £6.459 million. The delivery of the Housing capital programme for 2021/2022 had been affected by the COVID-19 pandemic. Part of that underspend related to the New Housing Supply Programme and was due to the volume of buy backs, which had been lower than targeted levels, due to the current market conditions. The remainder of the underspend related to the Council’s ongoing investment in stock, which had been affected by COVID-19 restrictions. The Committee decided: that the revised Housing and Technical Resources’ (HRA) capital programme of £79.640 million and expenditure to 31 March 2022 of £73.181 million be noted. [Reference: Minutes of 8 December 2021 (Paragraph 6) and Minutes of the Executive Committee of 29 June 2022 (Paragraph 5)] 8 Capital Budget Monitoring 2022/2023 - Housing and Technical Resources (excl Housing Revenue Account (HRA)) A joint report dated 20 July 2022 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 to 20 May 2022. The budget of £8.125 million for Housing and Technical Resources was based on the overall capital programme for 2022/2023, which had been approved by the Executive Committee on 29 June 2022. 8
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The financial position for Housing and Technical Resources was detailed in Appendix A of the report. The total capital programme for Housing and Technical Resources was £8.125 million. This budget was based on the original programme of projects approved by the Council in February 2022, which had been updated to include budget carried forward from the financial year 2021/2022, as well as additional funding received and used to fund expenditure incurred in 2021/2022. As in previous years, it had been identified that, to comply with accounting rules, some project expenditure would be reported through the revenue budget as it could not be classed as capital. £4 million had been transferred to Housing and Technical Resources’ revenue budget, along with the relevant funding for the Private Housing Scheme of Assistance project (£1 million) and £3 million of the Planned Asset Management budget. In relation to Planned Asset Management, the total overall budget across capital and revenue remained at £4.800 million. This would continue to be reviewed to ensure that it was classed appropriately, as revenue or capital and any further movement reported to a future meeting. Those accounting adjustments were included in the programme of £8.125 million. The position for period 2 was anticipated spend to date of £0.061 million and spend to 20 May 2022 amounted to £0.061 million. The Committee decided: that the Housing and Technical Resources’ (excl HRA) capital programme of £8.125 million and expenditure to date of £0.061 million be noted. [Reference: Minutes of South Lanarkshire Council (Special) of 23 February 2022 (Paragraph 3) and Minutes of the Executive Committee of 29 June 2022 (Paragraph 5)] 9 Capital Budget Monitoring 2022/2023 - Housing and Technical Resources (Housing Revenue Account (HRA)) A joint report dated 6 July 2022 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 (HRA) for the period 1 April to 20 May 2022. The budget was based on the capital programme for the year, which had been presented to the Executive Committee on 29 June 2022. The Housing capital programme for 2022/2023 totalled £52.230 million and was detailed, along with the funding sources, at Appendix A to the report. Expenditure to 20 May 2022 was £3.289 million. The Committee decided: that the revised Housing and Technical Resources’ (HRA) capital programme of £52.230 million and expenditure of £3.289 million, be noted. [Reference: Minutes of the Executive Committee of 29 June 2022 (Paragraph 5)] 10 Housing and Technical Resources – Workforce Monitoring – April and May 2022 A joint report dated 5 July 2022 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources) was submitted on the following employee information for Housing and Technical Resources for April and May 2022:- 9
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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 12 March 2022 The Committee decided: that the report be noted. [Reference: Minutes of 8 December 2021 (Paragraph 7)] 11 Annual Review of the South Lanarkshire Rapid Rehousing Transition Plan 2021/2022 A report dated 29 June 2022 by the Executive Director (Housing and Technical Resources) was submitted on the third annual review of the Rapid Rehousing Transition Plan (RRTP) 2019 to 2024. The RRTP, which aimed to significantly reduce homelessness and achieve rapid rehousing in South Lanarkshire, was structured around 5 high level priority objectives. There were 53 indicators against which the Council and its partners monitored progress, comprising 33 actions and 20 measures. In accordance with wider reporting arrangements across the Council, those indicators were categorised into ‘blue’, ‘green’, ‘amber’ and ‘red’ depending on the progress made against them. During 2021/2022, positive progress had been made. Over 96% of the indicators were on or only slightly behind target, to achieve the projected outcomes within the identified timescales. 1 indicator was complete, 44 were progressing well and were on target, 7 showed minor slippage and 1 was report later/contextual. A summary of key highlights and achievements in relation to each of the 5 priority objectives for 2021/2022 (Year 3) was detailed in the report. In addition to reviewing progress against the actions and measures set out within the RRTP action plan, the annual review also provided the opportunity to examine the RRTP to ensure that priority objectives, actions and measures remained appropriate, relevant and measurable. As a result, it was proposed that 1 amendment be made to the RRTP action plan. The amendment was detailed in the report and had been incorporated into the RRTP action plan for 2022/2023. The review of progress in Year 3 of the RRTP noted that, under very challenging circumstances, significant positive indicators of success had been achieved. The review also confirmed the continuing commitment of partners to deliver RRTP priorities over the short-term as well as securing the longer-term objectives of the Plan. Year 4 priorities would build on key learning points from the first 3 years of the plan and also on the progress achieved by working in partnership to deliver services which were focused on preventing homelessness and minimising the impact of homelessness where crisis could not be avoided. A detailed summary of the key priorities to be progressed during Year 4 of the Plan (2022/2023) was as follows:- ♦ continue to deliver affordable homes for social rent ♦ ongoing focus on prevention of homelessness, particularly in relation to households with children ♦ continue to reduce long-term homelessness ♦ sustain or increase the proportion of social housing lets directed to homeless households ♦ further progress the homelessness Directions contained within the Strategic Commissioning Plan 10
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♦ continue to maintain and develop links to the Local Child Poverty Action Report ♦ monitor implementation of specific pathways for victims of domestic abuse and young care leavers ♦ continue to implement specific pathways for individuals released from prison ♦ continue to focus on pathways and a Housing Options approach for young people ♦ continue to expand the council’s HomeStart service for new tenants ♦ continue to expand the Housing First approach ♦ continue to convert temporary units to permanent accommodation The RRTP Annual Review 2021/2022, attached as Appendix 1 to the report, was submitted to the Scottish Government by the required timescale of 30 June 2022. The outcomes from the RRTP Annual Review 2021/2022 would be submitted to the South Lanarkshire Community Planning Partnership Board for noting on 14 September 2022. The RRTP confirmed the level of resources required to be directed towards the prevention and alleviation of homelessness. The Scottish Government had provided £2,184,717 in funding to assist in the development and implementation of the RRTP which included £451,000 to support the continued implementation of the RRTP in 2022/2023. Officers responded to members’ questions on various aspects of the report. The Committee decided: (1) that the progress made in delivering the RRTP objectives, as set out in the RRTP Annual Review 2021/2022, attached as Appendix 1 to the report, be noted; (2) that the proposed revisions to the RRTP, detailed in section 5 of the report, be approved; and (3) that the key priorities to be progressed in 2022/2023, detailed in section 7 of the report, be noted. [Reference: Minutes of 30 June 2021 (Paragraph 12)] 12 Housing Allocation Policy – Medical Assessment A joint report dated 15 July 2022 by the Executive Directors (Housing and Technical Resources) and (Finance and Corporate Resources) was submitted requesting approval to increase the Housing Services’ establishment. The revised Housing Allocation Policy had been approved by Housing and Technical Resources Committee on 20 March 2019 and was introduced in May 2019. The policy was subject to ongoing monitoring to ensure that its aims were being met. The policy included provision for applicants’ medical circumstances to be assessed and considered within the assessment of their housing needs. The medical assessment service was currently carried out by an independent medical adviser and provided an assessment of an applicant’s medical needs in relation to an application for housing (including appeals) and homelessness applications. The service had been delivered through the current service provider for over 20 years and was due to end in March 2023. The provider had confirmed that it would not be in a position to continue to provide the service after that point. Whilst the contract had been routinely subject to open procurement over the period, it had, however, attracted little or no interest from alternative providers. 11
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On 8 December 2021, this Committee approved a minor change to the Allocation Policy to support any required change in approach. A revised approach had been identified and required the addition of a Strategy and Policy Officer to the Housing Services’ establishment. This Officer would work with colleagues in the Health and Social Care Partnership to carry out the medical assessment function. An appraisal of alternative approaches to the medical assessment function had been completed by staff from Housing and Technical Resources and the South Lanarkshire Health and Social Care Partnership (H&SCP). The exercise appraised that a joint approach by Housing and Health staff was the preferred medical assessment service model. Furthermore, it had been considered that the Health Professional role would be best carried out by an Occupational Therapist. This professional would have the appropriate training and skills to assess whether an applicant’s current home would be adapted or equipment provided, to make it suitable to their physical needs and were also trained in assessing mental health and developmental needs. Work to develop the new approach was currently being progressed and it had been confirmed that the Housing input to the service could not be delivered from within existing resources. It was, therefore, proposed to add 1 full-time equivalent (FTE) post of Strategy and Policy Officer (Medical Assessment) on Grade 3, Level 2-4, SCP 63-74 (£33,651 to £39,162) to the Housing and Technical Resources staffing establishment. This post would have the specific responsibility for medical assessments and supporting wider joint working with the Health and Social Care Partnership. A plan had been developed detailing the key actions required to ensure the implementation of the new medical assessment service model by the end of March 2023. This would include arrangements for the recruitment and management of the Housing and Health professionals, where appropriate. It was proposed that the current service would continue to operate alongside the new service for the first 3 months to enable a seamless transition and ensure the new model was delivered on anticipated outcomes. The costs of establishing the new post would, in part, be offset against the annual cost of the existing service which amounted to £16,866 in 2021/2022. The remaining amount of £34,652 would be met from within existing Housing Revenue Account budget. The Committee decided: that 1 full-time equivalent (FTE) post of Strategy and Policy Officer (Medical Assessment) on Grade 3, Level 2-4, SCP 63-74 (£33,651 to £39,162) be added to the Housing and Technical Resources staffing establishment. [Reference: Minutes of 8 December 2021 (Paragraph 8)] 13 Disposal of Vacant Domestic Dwelling House at 1 Newhousemill Cottages, Newhousemill Road, East Kilbride A report dated 7 July 2022 by the Executive Director (Housing and Technical Resources) was submitted requesting approval to declare the vacant dwelling house at 1 Newhousemill Cottages, Newhousemill Road, East Kilbride surplus to the operational requirements of Housing Services and progress its disposal. The property had been acquired by East Kilbride District Council from East Kilbride Development Corporation in December 1995 and transferred to South Lanarkshire Council at Local Government Re-organisation. It comprised a 1 bedroom, end terraced, non-traditional, sandstone cottage which was unique in terms of the Council’s current residential property portfolio in the East Kilbride area. 12
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The property’s construction type differed from the remainder of the housing stock and was adjoined to similar, terraced, sandstone cottages that were now wholly, privately owned. The property had been upgraded, in part, through the Housing Investment Programme, however, now required significant investment if it was to meet Scottish Housing Quality Standards. The previous tenancy had ended and the property was currently vacant. Disposal of the asset was considered to be the preferred solution in terms of property management. It was recommended that the property be declared surplus and the Asset and Estates Section be instructed to market the property for sale on the open market. Disposal of the property would generate a capital receipt which would contribute to the Housing Account’s capital investment programme. A Home Report would be required prior to marketing and it was anticipated that the property would generate a high level of interest. Disposal of this property would reduce the Council’s liability in terms of management, investment and maintenance. The Committee decided: (1) that the vacant property at 1 Newhousemill Cottages, Newhousemill Road, East Kilbride be declared surplus to the operational requirements of Housing Services; (2) that the Executive Director (Housing and Technical Resources) be authorised to deal with the disposal of the property from the Housing Account through the Council’s normal surplus property procedure; 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 any subsequent disposal and enter into the necessary legal agreements on terms which were in the best interests of the Council. 14 Notification of Contracts Awarded - 1 November 2021 to 30 June 2022 A report dated 8 July 2022 by the Executive Director (Housing and Technical Resources) was submitted on contracts awarded by Housing and Technical Resources, valued in excess of £50,000, in the period 1 November 2021 to 30 June 2022, as follows:- contracts awarded by Consultancy Services contracts awarded by Procurement Team contracts awarded by Building Services Details of the contracts and projects were provided in the appendices to the report. The Committee decided: (1) that the contracts awarded by Consultancy Services, as detailed in Appendix A to the report, be noted; (2) that the contracts awarded by the Procurement Team, as detailed in Appendix B to the report, be noted; and (3) that the sub-contracts awarded by Building Services, as detailed in Appendix C to the report, be noted. [Reference: Minutes of 8 December 2021 (Paragraph 18)] 13
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15 Delegated Authority Report – Update A report dated 4 July 2022 by the Executive Director (Housing and Technical Resources) was submitted on transactions processed by Property Services during Quarters 3 and 4 of 2021/2022, together with a summary for 2021/2022 and Quarter 1 of 2022/2023. 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 £100,000 Details of the transactions undertaken during Quarters 3 and 4, as contained in Appendix 1 of the report, were as follows:- Quarter 3 2021/2022: Number of transactions 56 Total value of lease transactions £61,287 per annum Total value of capital transactions £1,292,703 Total value of miscellaneous transactions £55,001 Quarter 4 2021/2022: Number of transactions 40 Total value of lease transactions £97,127 per annum Total value of capital transactions £486,150 Total value of miscellaneous transactions £106,650 Annual Summary 2021/2022: Number of transactions 180 Total value of lease transactions £599,293 per annum Total value of capital transactions £3,587,402 Total value of miscellaneous transactions £476,651 Quarter 1 2022/2023: Number of transactions 65 Total value of lease transactions £114,400 per annum Total value of capital transactions £1,083,352 Total value of miscellaneous transactions £55,500 The Committee decided: that the report be noted. [Reference: Minutes of 8 December 2021 (Paragraph 17)] 16 Urgent Business There were no items of urgent business. 14
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 5 October 2022 Report by: Executive Director (Finance and Corporate Resources) Interim Executive Director (Housing and Technical Resources) Subject: Revenue Budget Monitoring 2022/2023 - Housing and Technical Resources (Excl Housing Revenue Account (HRA)) 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on the actual expenditure measured against the revenue budget for the period 1 April 2022 to 12 August 2022 for Housing and Technical Resources (excl HRA) [1pur 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the breakeven position as at 12 August 2022 on Housing and Technical Resources (excl HRA) Revenue Budget, as detailed in Appendix A of the report, be noted. [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 2022/2023. 3.2. The report details the financial position for Housing and Technical Resources (excl HRA) in Appendix A, then details the individual services in Appendices B and C. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. As at 12 August 2022, there is a breakeven position against the phased budget. 6. Other Implications 6.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. The risk is managed through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the probable outturn exercise ensures early warning for corrective action to be taken where appropriate. 3 15
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6.2. Inflationary and budget pressures this year increase the risk of overspend, however, we have mitigated through providing additional funds in future years budget strategy, and in this year, through some reserve funds available. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no Climate Change, Sustainability and Environmental Implications in terms of the information contained within this report. 8. Equality Impact Assessment and Consultation Arrangements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 8.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Paul Manning Executive Director (Finance and Corporate Resources) Annette Finnan Interim Executive Director (Housing and Technical Resources) 31 August 2022 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Housing and Technical Resources Committee, 10 August 2022 List of Background Papers Financial ledger and budget monitoring results to 12 August 2022 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Hazel Goodwin, Finance Manager Ext: 2699 (Tel: 01698 452699) E-mail : Hazel.Goodwin@southlanarkshire.gov.uk 16
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Appendix A SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period Ended 12 August 2022 (No.5) Housing and Technical Resources Summary (excl HRA) Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 12/08/22 Actual 12/08/22 Variance 12/08/22 % Variance 12/08/22 Notes Budget Category Employee Costs 44,426 44,426 0 15,056 14,983 73 under 0.5% Property Costs 19,912 19,912 0 7,898 7,991 (93) over (1.2%) Supplies & Services 14,191 14,191 0 5,223 3,780 1,443 under 27.6% Transport & Plant 4,677 4,677 0 1,312 1,272 40 under 3.0% Administration Costs 3,746 3,746 0 1,341 1,349 (8) over (0.6%) Payments to Other Bodies 8,207 8,207 0 2,581 2,566 15 under 0.6% Payments to Contractors 18,756 18,756 0 6,675 6,692 (17) over (0.3%) Transfer Payments 0 0 0 0 0 0 - 0.0% Financing Charges 154 154 0 25 16 9 under 36.0% Total Controllable Exp. 114,069 114,069 0 40,111 38,649 1,462 under 3.6% Total Controllable Inc. (96,727) (96,727) 0 (32,854) (31,392) (1,462) under recovered (4.4%) Net Controllable Exp. 17,342 17,342 0 7,257 7,257 0 - 0.0% Transfer to Reserves as at (12/08/22) 0 0 0 0 0 0 - Position After Transfers to Reserves (12/08/22) 17,342 17,342 0 7,257 7,257 0 - 0.0% Variance Explanations Variances are shown in Appendix B and C as appropriate. Budget Virements Virements are shown in Appendix B and C as appropriate. 17
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Appendix B SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period Ended 12 August 2022 (No.5) Housing Services Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 12/08/22 Actual 12/08/22 Variance 12/08/22 % Variance 12/08/22 Notes Budget Category Employee Costs 2,882 2,882 0 882 892 (10) over (1.1%) Property Costs 5,779 5,779 0 2,699 2,704 (5) over (0.2%) Supplies & Services 130 130 0 50 42 8 under 16.0% Transport & Plant 129 129 0 36 38 (2) over (5.6%) Administration Costs 147 147 0 47 47 0 - 0.0% Payments to Other Bodies 4,221 4,221 0 1,458 1,442 16 under 1.1% Payments to Contractors 2,750 2,750 0 711 711 0 - 0.0% Transfer Payments 0 0 0 0 0 0 - 0.0% Financing Charges 11 11 0 5 2 3 under 60.0% Total Controllable Exp. 16,049 16,049 0 5,888 5,878 10 under 0.2% Total Controllable Inc. (7,568) (7,568) 0 (2,256) (2,258) 2 over recovered 0.1% Net Controllable Exp. 8,481 8,481 0 3,632 3,620 12 under (0.3%) Transfer to Reserves as at (12/08/22) 0 0 0 0 0 0 - Position After Transfers to Reserves (12/08/22) 8,481 8,481 0 3,632 3,620 12 under (0.3%) Variance Explanations None. Budget Virements None. 18
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Appendix C SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period Ended 12 August 2022 (No.5) Property Services Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 12/08/22 Actual 12/08/22 Variance 12/08/22 % Variance 12/08/22 Notes Budget Category Employee Costs 41,544 41,544 0 14,174 14,091 83 under 0.6% 1 Property Costs 14,133 14,133 0 5,199 5,287 (88) over (1.7%) a Supplies & Services 14,061 14,061 0 5,173 3,738 1,435 under 27.7% 2 Transport & Plant 4,548 4,548 0 1,276 1,234 42 under 3.3% 3, b Administration Costs 3,599 3,599 0 1,294 1,302 (8) over (0.6%) Payments to Other Bodies 3,986 3,986 0 1,123 1,124 (1) over (0.1%) Payments to Contractors 16,006 16,006 0 5,964 5,981 (17) over (0.3%) Transfer Payments 0 0 0 0 0 0 - 0.0% Financing Charges 143 143 0 20 14 6 under 30.0% Total Controllable Exp. 98,020 98,020 0 34,223 32,771 1,452 under 4.2% Total Controllable Inc. (89,159) (89,159) 0 (30,598) (29,134) (1,464) under recovered (4.8%) 4 Net Controllable Exp. 8,861 8,861 0 3,625 3,637 (12) over 0.3% Transfer to Reserves as at (20/05/22) 0 0 0 0 0 0 - Position After Transfers to Reserves (20/05/22) 8,861 8,861 0 3,625 3,637 (12) over 0.3% Variance Explanations 1. The variance in Employee Costs relates to vacancies which are actively being recruited or are still under consideration whilst service requirements are determined. 2. The level of expenditure on materials varies depending on the current workload demands and timing of works on a wide variety of capital and revenue works. 3. The use of plant and equipment varies depending on the current workload demands and timing of works on a wide variety of capital and revenue works. 4. The level of income recovered varies depending on the current workload and timing for the recovery of income on a wide variety of major capital and revenue works. Budget Virements 19
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 5 October 2022 Report by: Executive Director (Finance and Corporate Resources) Interim Executive Director (Housing and Technical Resources) Subject: Revenue Budget Monitoring 2022/2023 - Housing and Technical Resources - Housing Revenue Account (HRA) 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on the actual expenditure measured against the revenue budget for the period 1 April 2022 to 12 August 2022 for Housing and Technical Resources (HRA) [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the breakeven position on Housing and Technical Resources’ (HRA) revenue budget, as detailed in Appendix A of the report be noted. 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 2022/2023. 3.2. The report details the financial position for Housing and Technical Resources (HRA) in Appendix A. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. As at 12 August 2022, there is a breakeven position against the phased budget. 6. Other Implications 6.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. The risk is managed through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the probable outturn exercise ensures early warning for corrective action to be taken where appropriate. 6.2. Inflationary and budget pressures this year increase the risk of overspend, however, these pressures are assessed and managed within the budget planning exercise for current and future years. 4 21
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7. Climate Change, Sustainability and Environmental Implications 7.1. There are no Climate Change, Sustainability and Environmental Implications in terms of the information contained within this report. 8. Equality Impact Assessment and Consultation Arrangements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 8.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Paul Manning Executive Director (Finance and Corporate Resources) Annette Finnan Interim Executive Director (Housing and Technical Resources) 31 August 2022 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee, 21 September 2022. List of Background Papers Financial ledger and budget monitoring results to 12 August 2022. Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Hazel Goodwin, Finance Manager Ext: 2699 (Tel: 01698 452699) E-mail : Hazel.Goodwin@southlanarkshire.gov.uk 22
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Appendix A SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Housing and Technical Resources Committee: Period Ended 12 August 2022 (No.5) Housing Revenue Account Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 12/08/22 Actual 12/08/22 Variance 12/08/22 % Variance 12/08/22 Notes Budget Category Employee Costs 13,914 13,914 0 4,727 4,678 49 under 1.0% 1 Property Costs 46,906 46,906 0 19,728 19,718 10 under 0.1% Supplies & Services 609 609 0 139 137 2 under 1.4% Transport & Plant 195 195 0 58 32 26 under 44.8% Administration Costs 5,644 5,644 0 1,373 1,376 (3) over (0.2%) Payments to Other Bodies 3,030 3,030 0 752 752 0 - 0.0% Payments to Contractors 100 100 0 40 49 (9) over (22.5%) Transfer Payments 0 0 0 0 0 0 - 0.0% Financing Charges 26,050 26,050 0 16,160 16,146 14 under 0.1% Total Controllable Exp. 96,448 96,448 0 42,977 42,888 89 under 0.2% Total Controllable Inc. (112,000) (112,000) 0 (37,203) (37,208) 5 over recovered 0.0% Transfer to/(from) Balance Sheet (2,773) (2,773) 0 (1,155) (1,061) (94) under recovered (8.1%) 2 Net Controllable Exp. (18,325) (18,325) 0 4,619 4,619 0 - 0.0% Loan Charges 18,325 18,325 0 0 0 0 - Net Controllable Exp. 0 0 0 4,619 4,619 0 - 0.0% Variance Explanations 1. The variance is due to higher than anticipated staff turnover 2. The net combined underspend to date allows for a lower than budgeted transfer from reserves. Virements None 23
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 5 October 2022 Report by: Executive Director (Finance and Corporate Resources) Interim Executive Director (Housing and Technical Resources) Subject: Capital Budget Monitoring 2022/2023 - Housing and Technical Resources (excl 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 (excl HRA) for the period 1 April 2022 to 12 August 2022 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s): [recs] (1) that the Housing and Technical Resources (excl HRA) capital programme of £8.486 million, and expenditure to date of £0.466 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 2022/2023. Further reports will follow throughout the year. 3.2. As noted in the last report to this Committee (10 August 2022), the budget for Housing and Technical Resources for financial year 2022/2023 was £8.125 million. 3.3. Since that meeting, the Executive Committee (24 August and 21 September 2022) has also agreed changes to the Housing and Technical Resources Capital Programme totalling a net increase of £0.361 million. The details are shown in Appendix A. This takes the Housing and Technical Resources programme for 2022/2023 to £8.486 million. 3.4. 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. As detailed in Section 3.3, the revised capital programme for Housing and Technical Resources for 2022/23 is £8.486 million. 5 25
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5.2. Period 5 Position Anticipated spend to date was £0.544 million and spend to 12 August 2022 amounts to £0.466 million, an underspend of £0.078 million. This mainly reflects the timing of spend on the multi-year and multi project Prioritised Urgent Investment programmes. 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 Council continues to experience material shortages, longer lead times and extraordinary inflationary price increases and it is anticipated that this will continue to impact the supply chain for the foreseeable future. The impact of this will continue to be monitored through the four weekly investment management meetings. Further updates will be reported in the coming months with any significant increases in contract values being brought to members’ attention. 8. Equality Impact Assessment and Consultation Arrangements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 8.2. There was also no requirement to undertake any consultation in terms of the information contained in this report. Paul Manning Executive Director (Finance and Corporate Resources) Annette Finnan Interim Executive Director (Housing and Technical Resources) 14 September 2022 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Housing and Technical Resources Committee, 10 August 2022 Executive Committee, 24 August 2022 Executive Committee, 21 September 2022 List of Background Papers Financial ledger to 12 August 2022 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Lorraine O’Hagan, Finance Manager (Strategy) Ext: 2601 (Tel: 01698 452601) E-mail: lorraine.o’hagan@southlanarkshire.gov.uk 26
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Appendix A South Lanarkshire Council Capital Expenditure 2022-2023 Housing and Technical Resources Programme (excl HRA) For Period 1 April 2022 – 12 August 2022 Housing and Technical Resources (excl HRA) Base Budget £000 Budget Adjustments £000 Slippage £000 Total Budget £000 Budget to Date £000 Actual Expenditure £000 Office Accommodation 7,758 188 0 7,946 539 463 Other Housing 367 173 0 540 5 3 TOTAL 8,125 361 0 8,486 544 466 For Information Only Budget Adjustments approved by Executive Committee, 24 August 2022: Budget Adjustments approved by Executive Committee, 21 September 2022: Budget Adjustments Prioritised Urgent Investment - Roberton Hall Total Budget Adjustments £0.188m £0.188m Budget Adjustments Central Energy Efficiency Fund Total Budget Adjustments £0.173m £0.173m 27
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 5 October 2022 Report by: Executive Director (Finance and Corporate Resources) Interim Executive Director (Housing and Technical Resources) Subject: Capital Budget Monitoring 2022/2023 - 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 2022 to 12 August 2022 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the revised Housing and Technical Resources (HRA) capital programme of £66.361 million, and expenditure of £16.150 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 2022/2023. 3.2. The budget is based on the revised capital programme for the year, which was approved by the Executive Committee on 24 August 2022. 3.3. The report details the financial position for Housing and Technical Resources (HRA) in Appendix A. 4. Employee Implications 4.1. There are no employee implications contained within this report. 5. Financial Implications 5.1. The Housing Capital Programme for 2022/2023 totals £66.361 million and is detailed along with the funding sources at Appendix A to this report. Actual expenditure to 12 August is £16.150 million. 5.2. The Resource is expecting to spend to this level, work will continue in the coming months to monitor achievable spend. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 6 29
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7. Other Implications 7.1. The main risk associated with the Council’s Capital Programme is an overspend. The risk is mitigated through the detailed project management plans prepared and monitored for each project. The risk of overspend is managed through four weekly Investment management meetings. 7.2. The Council continues to experience material shortages, longer lead times and extraordinary inflationary price increases and it is anticipated that this will continue to impact on the supply chain for the foreseeable future. The impact will continue to be monitored through the four weekly investment management meetings. Further updates will be reported in the coming months with any significant increases in contract values being brought to members’ attention. 8. Equality Impact Assessment and Consultation Arrangements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to existing policy, function or strategy and, therefore, no impact assessment is required. 8.2. There was also no requirement to undertake any consultation in terms of the information contained in this report. Paul Manning Executive Director (Finance and Corporate Resources) Annette Finnan Interim Executive Director (Housing and Technical Resources) 6 July 2022 Link(s) to Council Values/Priorities/Outcomes ♦ Accountable, Effective, Efficient and Transparent Previous References ♦ Executive Committee, 24 August 2022 List of Background Papers ♦ Financial ledger to 12 August 2022 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Hazel Goodwin, Finance Manager (Resources) Ext: 2699 (Tel: 01698 452699) E-mail: hazel.goodwin@southlanarkshire.gov.uk 30
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South Lanarkshire Council Appendix A Housing Capital Programme 2022/23 As at 12 August 2022 £m £m Anticipated Capital Expenditure 2022/23 66.361 Estimated Financing Position 2022/23 Capital Receipts 7.311 Capital Financed From Current Revenue 26.050 Prudential Borrowing 26.462 Specific Grant – Scottish Government New Council Houses 4.048 Specific Grant – Scottish Government Buy Backs 2.370 Specific Grant – Scottish Government Mortgage to Rent 0.120 Other Income 0.000 66.361 Actual Expenditure to 12 August 2022 16.150 Actual Financing Position to 12 August 2022 Capital Receipts 0.007 Capital Financed From Current Revenue 16.143 Prudential Borrowing 0.000 Specific Grant – Scottish Government New Council Houses 0.000 Specific Grant – Scottish Government Buy Backs 0.000 Specific Grant – Scottish Government Mortgage to Rent 0.000 Other Income 0.000 16.150 31
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 5 October 2022 Report by: Executive Director (Finance and Corporate Resources) and Interim Executive Director (Housing and Technical Resources) Subject: Housing and Technical Resources – Workforce Monitoring – June and July 2022 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for June and July 2022 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 June and July 2022 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 11 June 2022 [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 June to July 2022. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of July 2022 for Housing and Technical Resources. The Resource absence figure for July 2022 was 6.9%, this figure has increased by 0.5% when compared to last month and is 2.3% higher than the Council-wide figure. Compared to July 2021, the Resource absence figure has increased by 2.2%. Based on the absence figures at July 2022 and annual trends, the projected annual average absence for the Resource for 2022/2023 is 7.0% compared to a Council- wide average figure of 6.1%. 7 33
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Managers follow the procedures outlined in the Maximising Attendance Policy to support employees to remain at work, or to return to work after a sickness absence. There are comprehensive employee supports in place and additionally, Personnel Services work in close partnership with line managers and Resource Management Teams on a case management basis to ensure that appropriate actions are taken. The attendance information contained in this report includes absences as a result of COVID-19, and employees are being supported through this difficult time to maintain attendance levels where they can. At the time of this report, the Council overall absence level was 4.8% with 0.50% of this relating to Covid-19 for sickness and special leave. 4.2. Occupational Health (Appendix 2) In terms of referrals to occupational health, which include medical examinations and physiotherapy, overall 115 referrals were made this period. This represents an increase of 18 when compared with the same period last year. 4.3. Accident/Incident Statistics (Appendix 2) There were 8 accidents/incidents recorded within the Resource this period, no change when compared to the same period last year. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, no disciplinary hearings were held within the Resource, this represents a decrease of 3 when compared to the same period last year. During this period no appeals were heard by the Appeals Panel. No grievances were raised within the Resource, this figure remains unchanged when compared to the same period last year. No Dignity at Work complaints were raised within the Resource, this figure remains unchanged when compared to the same period last year. 4.5. Analysis of Leavers (Appendix 2) There was a total of 11 leavers in the Resource this period eligible for an exit interview. This figure has increased by 1 when compared with the same period last year. Four exit interviews were conducted in this period an increase of 4 when compared to the same period last year. 4.6. When processing an employee termination, managers were asked to identify whether they intended to replace the employee who had left the Council. If they indicated that they did not intend to replace the employee, they were asked to select from the following options:- plan to hold for savings fill on a fixed term basis pending savings transfer budget to another post end of fixed term contract 4.7. Appendix 2a provides a breakdown of vacant posts and whether these are being replaced or held for savings. In the period June to July 2022, 21 (17.18 FTE) employees in total left employment, managers indicated that 21 (17.18 FTE) employees will be replaced. 5. Staffing Watch 5.1. There has been an increase of 3 in the number of employees in post from 11 June 2022 to 12 March 2022. 34
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6. Employee Implications 6.1. There are no implications for employees arising from the information presented in this report. 7. Financial Implications 7.1. All financial implications are accommodated within existing budgets. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no Climate Change, Sustainability and Environmental Implications in terms of the information contained within this report. 9. Other Implications 9.1. There are no implications for sustainability or risk in terms of the information contained within this report. 10. Equality Impact Assessment and Consultation Arrangements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 10.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Paul Manning Executive Director (Finance and Corporate Resources) Annette Finnan Interim Executive Director (Housing and Technical Resources) 6 September 2022 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Fair, open and sustainable Ambitious, self aware and improving Excellent employer Focused on people and their needs Working with and respecting others 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 35
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2020 / 2021 2021 / 2022 2022 / 2023 2020 / 2021 2021 / 2022 2022 / 2023 2020 / 2021 2021 / 2022 2022 / 2023 2020 / 2021 2021 / 2022 2022 / 2023 April 4.1 3.2 5.5 April 3.5 3.6 10.6 April 3.8 3.3 7.6 April 4.4 4.3 5.6 May 2.8 2.9 4.5 May 2.0 4.2 8.1 May 2.5 3.4 6.0 May 3.1 4.9 5.4 June 3.2 3.5 4.9 June 2.0 6.2 8.5 June 2.7 4.6 6.4 June 2.7 4.7 5.3 July 2.7 4.0 5.5 July 2.7 5.7 8.9 July 2.7 4.7 6.9 July 2.3 4.0 4.6 August 2.5 4.9 August 3.4 7.9 August 2.8 6.2 August 3.1 4.7 September 2.1 5.8 September 3.3 8.1 September 2.6 6.8 September 4.2 6.4 October 2.9 5.2 October 3.9 9.0 October 3.3 6.8 October 4.8 6.3 November 3.7 5.7 November 5.6 9.2 November 4.5 7.2 November 5.8 6.9 December 3.3 4.6 December 4.8 9.5 December 3.9 6.7 December 5.6 6.9 January 3.5 5.2 January 4.4 8.8 January 3.9 6.7 January 4.8 7.0 February 3.2 6.4 February 4.7 8.5 February 3.8 7.3 February 4.8 6.6 March 3.1 7.8 March 4.5 10.7 March 3.6 9.0 March 4.9 7.9 Annual Average 3.1 4.9 5.5 Annual Average 3.7 7.6 9.0 Annual Average 3.3 6.1 7.0 Annual Average 4.2 5.9 6.1 Average Apr-Jul 3.2 3.4 5.1 Average Apr-Jul 2.6 4.9 9.0 Average Apr-Jul 2.9 4.0 6.7 Average Apr-Jul 3.1 4.5 5.2 866 579 1445 16062 Appendix 5 Housing & Technical Resources Resource Total Absence Trends - 2020/2021, 2021/2022 & 2022/2023 APT&C Manual Workers Council Wide No of Employees at 31 Jul 2022No of Employees at 31 Jul 2022 No of Employees at 31 Jul 2022 No of Employees at 31 Jul 2022 36
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HOUSING AND TECHNICAL RESOURCES Jun-Jul Jun-Jul 2021 2022 MEDICAL EXAMINATIONS Number of Employees Attending EMPLOYEE COUNSELLING SERVICE Total Number of Referrals PHYSIOTHERAPY SERVICE Total Number of Referrals REFERRALS TO EMPLOYEE SUPPORT OFFICER 24 20 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 0 0 TOTAL 97 115 Jun-Jul Jun-Jul 2021 2022 Specified Injuries* 0 0 Over 7 day absences 1 5 Over 3 day absences** 0 0 Minor 6 2 Near Miss 0 0 Violent Incident: Physical**** 0 0 Violent Incident: Verbal***** 1 1 Total Accidents/Incidents 8 8 Jun-Jul Jun-Jul 2021 2022 Total Number of Hearings 3 0 Total Number of Appeals 0 0 Appeals Pending 0 0 Time Taken to Convene Hearing Jun - Jul 2022 0-3 Weeks 4-6 Weeks Over 6 Weeks 0 0 0 Jun-Jul Jun-Jul 2021 2022 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 Jun-Jul Jun-Jul 2021 2022 Number of Incidents 0 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 0 0 Jun-Jul Jun-Jul 2021 2022 Number of Exit Interviews conducted 0 4 Total Number of Leavers Eligible for Exit Interview 10 11 Percentage of interviews conducted 0% 36% ANALYSIS OF REASONS FOR LEAVING RECORD OF DISCIPLINARY HEARINGS RECORD OF GRIEVANCE HEARINGS RECORD OF DIGNITY AT WORK CAUSE OF ACCIDENTS/INCIDENTS 23 *A Specified Injury is any fracture (other than to the fingers, thumbs or toes), amputation, loss of sight, serious burns, crushing injury, scalping, loss of consciousness caused by asphyxiation/ head injury, a chemical or hot metal burn to the eye or penetrating injury as defined by the HSE. **Over 3 day / over 7day absence is an injury sustained outwith specified injury category that results in a period of absence of absence as defined by the HSE. ***Near Miss - Any unexpected, unplanned occurrence (except Dangerous Occurrences) that does not lead to injury of persons, damage to property, plant or equipment but may have done so in different circumstance. ****Physical violent incidents are included in the "Specified" figures, where applicable, to provide the "Total Specified" figures. ****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. 44 APPENDIX 2 45 41 5 10 37
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FTE* H/C** FTE H/C Number of Leavers 17.18 21 35.54 45.00 Replace Employee 17.18 21 34.54 44.00 Leave vacant pening savings review 0.00 0 1.00 1.00 Plan to remove for savings 0.00 0 0.00 0.00 Filling on a Temp Basis 0.00 0 0.00 0.00 Plan to transfer budger to another post 0.00 0 0.00 0.00 End of fixed term post 0.00 0 0.00 0.00 * Full time equivalent ** Head count/number of employees Jun - Jul 2022 Cumulative total (Apr 22 - Mar 23) Appendix 2a 38
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As at 11 June 2022 Total Number of Employees F/T P/T F/T P/T 829 24 320 126 Director Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 1.00 214.12 622.86 358.48 33.60 9.00 2.00 0.00 0.00 1241.06 As at 12 March 2022 Total Number of Employees F/T P/T F/T P/T 831 23 314 128 Director Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 1.00 209.82 628.46 356.31 33.20 9.00 2.00 0.00 0.00 1239.79 MALE FEMALE TOTAL TOTAL *Full - Time Equivalent No of Employees Salary Bands Salary Bands Appendix 3 JOINT STAFFING WATCH RETURN HOUSING & TECHNICAL RESOURCES 1299 1296 *Full - Time Equivalent No of Employees MALE FEMALE 39
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 5 October 2022 Report by: Interim Executive Director (Housing and Technical Resources) Subject: Housing and Technical Resources’ Resource Plan: Quarter 4 Progress Report 2021-2022 1. Purpose of Report 1.1. The purpose of the report is to:- ♦ provide the Housing and Technical Resources Resource Plan Quarter 4 Progress Report 2021-2022, for the period 1 April 2021 to 31 March 2022 2. Recommendations 2.1. The Committee is asked to approve the following recommendations: (1) that the Housing and Technical Resources Resource Plan Quarter 4 Progress Report 2021-2022 as summarised in paragraph 5.2. and attached as Appendix 2 of this report, be noted; (2) that the key achievements made by the Resource to date, as detailed in paragraph 5.3. of this report, be noted; (3) that the areas for improvement and associated management actions as detailed in paragraph 5.4. of this report, be noted; and (4) that the additional scrutiny of changes in measure status between Quarter 2 and Quarter 4 as summarised at paragraph 5.5 and detailed at Appendix 3 of this report, be noted. 3. Background 3.1. The Housing and Technical Resources Resource Plan 2021-2022 was approved by the Executive Committee on 28 April 2021 setting out the outcomes, measures and actions to be managed and delivered by the Resource for the financial year 2021- 2022. 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 Priorities set out in the Council Plan Connect 2017-2022. 3.3. Despite the easing of social distancing and other restrictions, the Council continues to face financial and other impacts resulting from Covid. At times during the pandemic a number of services had to be suspended or reduced due to government advice, and the council was also obliged to redirect resources so that it could deliver vital new services and supports for individuals, communities and businesses. There was an inevitable impact on performance in some areas, with some effects ongoing. 8 41
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4. Resource Objectives 2021-2022 4.1. The Resource established a number of outcomes to support the delivery of the Connect Priorities in 2021-2022. These are detailed at Appendix 1. 5. Quarter 4 Progress Report 2021-2022 5.1. Progress against all Resource Plan measures is contained in the Quarter 4 Progress Report 2021-2022, 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 definition, to give a status report on each measure: Status Definition Blue Project complete Green The timescale or target has been met as per expectations Amber There has been minor slippage against timescale or minor shortfall against target Red There has been major slippage against timescale or major shortfall against target Report later The information is not yet available to allow us to say whether the target has been reached or not. This will be reported when available Contextual Included for ‘information only’, to set performance information in context 5.2. Measures which are classified as ‘red’ are considered in detail at section 5.4. of this report. To ensure adequate scrutiny of performance across all Resources, the Council’s Performance and Review Scrutiny Forum may consider ‘red’ and/or ‘amber’ measures at a future meeting. The overall summary of progress to date is as follows and performance should be considered in the context of the impact of responding to COVID-19: Status Measures Statistical Project Total % Blue 6 6 9% Green 23 22 45 68% Amber 5 3 8 12% Red 2 1 3 4% Report later/Contextual 5 0 5 7% Totals 35 32 67 100% (Data correct as at 08 September 2022) 5.3. Key achievements for 2021-2022, to date, are noted below: 5.3.1. Connect Priority Ensure communities are safe, strong and sustainable Resource Objective Achievement Improve the availability, quality and access of housing 99.6% of homeless and potentially homeless decision notifications issued with 28 days of date of initial presentation achieved against a target of 98%. 93.4% of new tenancies sustained for more than a year against target of 88%. The average time to relet empty homes was 21.5 days achieved against target of 26 days. Emergency repairs were, on average, completed in 4 hours 24 minutes against a target of 24 hours. 42
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Non-emergency repairs were, on average, completed in 11.76 days against a target of 28 days 99% of reactive repairs were completed right first time. 25% reduction in long-term homelessness (cases where people have been homeless for more than 12 months) A 21% reduction in the level of active homeless cases from 969 in 2020/21 to 765 in 2021/22 A 19% reduction in the length of time homeless households spent in temporary accommodation from 223 days in 2020/21 to 181 days in 2021/22 Delivery of 537 new build properties and 53 Open Market Purchase properties acquired. Work with communities and partners to promote high quality, thriving and sustainable communities The annual review of the South Lanarkshire Local Housing Strategy was approved by Executive Committee November 2021, and highlighted good progress against the indicators within the strategy including performance within new supply, homelessness and energy efficiency. Connect Priority Get it right for children and young people Resource Objective Achievement Contribute to the Council’s objective to protect vulnerable children, young people and adults In line with the Council's Housing Allocation Policy, housing continues to be allocated to those most in need. The Council and its Registered Social Landlord partners delivered an increase in the percentage of social rented properties directed to homeless households in the year (53.4% of all council homes and 33% of Registered Social Landlord homes) reducing time spent in temporary accommodation and minimising the impact on households with children. Progress against this measure is reported annually within the South Lanarkshire Local Child Poverty Action Report. Connect Priority: Improve health, care and wellbeing Resource Objective Achievement Improve services for older people All demand has been met for adaptations to council housing. There is no waiting list for adaptations to council housing. Throughout 2021/22, a total of 94 amenity/wheelchair additional housing units were provided across development sites within South Lanarkshire. 5.3.2. In addition to working towards these Priorities, 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, 43
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Resource outcomes have also been identified under the heading Delivering the Plan and achieving Best Value. Delivering the Plan and achieving Best Value Resource Objective Achievement Maintain current high levels of income collection and generation 98.3% of rent collected against rent due against the target of 96.3% Continue to effectively manage customer complaints An average of 5 working days for a full response to be issued at Stage 1, against a target timescale of 5 working days (SSHC) An average of 15 working days for a full response to be issued at Stage 2, against a target timescale of 20 working days (SSHC) 5.4. Areas for improvement Measures that have been classified as ‘red’ (major slippage against timescale or shortfall against target) are noted below, together with the reason why, and the management action now being taken, where required. Ensure communities are safe, strong and sustainable Resource Objective: High quality, thriving and sustainable communities Measure Comments/Progress Action by Manager (where applicable) Council stock meeting the SHQS (% of dwellings meeting SHQS) (LGBF) 72.25% of Council stock meeting the SHQS (% of dwellings meeting SHQS) against a target of 94%. The decrease in this indicator relates to the delay in the heat and smoke alarm installation programme which was affected by no access and the availability of stock. Programme of works recommenced in August 2022 to install heat and smoke alarms. % of total void rent loss (SSHC) 1.53% of total void rent loss against target of 1.35%. Performance below target due to the continued impact of Covid-19 on workforce and supplies. Continue to address the workload associated with voids • a designated void team in place • a number of efficiency improvement actions identified and • close monitoring of performance. 44
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Increase settled accommodation by converting 40 temporary accommodation units to Scottish Secure Tenancies by March 2022 A further 21 units converted during 2021/22 towards the RRTP target of converting 100 temporary tenancies to Scottish Secure tenancies by 2024. Further progression on conversion of temporary to permanent tenancies will be prioritised in year 4 of the Rapid Rehousing Transition Plan. 5.5. Scrutiny of change in measure status A further action introduced to aid scrutiny of performance, is to highlight and explain all measures that have changed status from Quarter 2 to Quarter 4. On analysis of these, nine measures show a decline in performance, mainly due to the impact of the Covid pandemic. The remaining measures have shown an improvement in performance or are complete (7 measures). A list of all the measures falling into this category of further scrutiny is included at Appendix 3. 6. Employee Implications 6.1. The outcomes noted within the Resource Plan will inform the Service Action Plans, where applicable, and in turn the Performance Appraisal process for individual employees. 7. Financial Implications 7.1. The outcomes within the Resource Plan are reflected in the respective 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 Resource Plan takes into account Resource responsibilities in relation to sustainable development and climate change. 9. Other Implications 9.1. Resource Plan actions are assessed as part of the Resource’s risk management arrangements and relevant issues have been added to the Resource Risk Register. 10. Equality Impact Assessment and Consultation Arrangements 10.1. Many of the actions detailed within the Resource Plan reflect ongoing strategies and policies which will be or have been the subject of consultation and equality impact assessment. Annette Finnan Interim Executive Director (Housing and Technical Resources) 4 August 2022 Link(s) to Council Values/Priorities/Outcomes • The Resource Plan has been structured upon the Vision, Values and Priorities in the Council Plan Connect 2017-22 45
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Previous References • Housing and Technical Resources Quarter 4 Progress Report 2020-21 List of Background Papers • Council Plan Connect 2017-22 – endorsed by the Executive Committee on 8 November 2017 and approved by the full Council on 6 December 2017: mid-term review of Connect endorsed by the Executive Committee 24 June 2020 • Housing and Technical Resource Plan 2021-22 – approved by the Executive Committee on 28 April 2021 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 46
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Appendix 1 Housing and Technical Resource Outcomes 2021-22 Connect Priority Resource Outcomes Ensure communities are safe, strong and sustainable • Availability, quality and access to housing is improved • High quality, thriving and sustainable communities • Schools and other places of learning are inspirational Promote sustainable and inclusive economic growth and tackle disadvantage • The quality of life in the most disadvantaged communities in South Lanarkshire is improved Get it right for children and young people • Protect vulnerable children, young people and adults Improve health, care and wellbeing • Later life is improved • Improved health and social care outcomes for all Delivering the Plan and achieving Best Value Resource Outcomes • Provide sound financial stewardship for the council • Deliver and communicate the Council Plan and ensure high standards of governance • Support local democracy, council committees, Integrated Joint Board, elected members and senior managers • Promote equality and the well-being of staff • Develop and implement effective financial strategies • Implement a digital and ICT strategy that meets business needs • Develop improvement activity and promote scrutiny • Improve the skills, flexibility and capacity of the workforce 8 47
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IMPROVe - SLC Performance Management System Report printed on 8 Sep 14:43 Quarter 4 : April 2021 - March 2022 Housing and Technical Resources Resource Plan (This represents the cumulative position to March 2022) Performance Report 2021-22 8 49
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IMPROVe - SLC Performance Management System Report printed on 8 Sep 14:43 Summary - number of measures green, amber and red under each Council Plan Outcome / Theme Council Outcome/ Theme Green Amber Red Report later / Contextual Total Promote sustainable and inclusive economic growth and tackle disadvantage 0 0 0 0 0 Get it right for children and young people 0 0 0 0 0 Improve health, care and wellbeing 5 0 0 1 6 Ensure communities are safe, strong and sustainable 15 3 2 2 22 Delivering the plan and achieving best value 3 2 0 2 7 Total 23 5 2 5 35 Page 1 50
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IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - Improve health, care and wellbeing Later life is improved Performance Indicators Comments/ Progress Status 2019/20 2020/212018/19Target To Date -------- Last 3 Years ------------------- This Year ----------- Number of adaptations completed in Council homes 993 adaptations completed in Council Homes. Contextual ------ 993 979 848 476 No of households currently waiting for adaptations to their home Target achieved. Green 0 0 0 0 0 % of approved applications for adaptations completed in year (SSHC) All adaptations were approved, this measure is demand led. Green 100.00% 100.00% 93.00% 100.00% 100.00% Average time (working days) to complete applications (SSHC) Target achieved. Green 28.00 days 23.49 days 29.73 days 24.82 days 28.00 days % of standard adaptations to council houses within agreed appointment times Target achieved. Green 97.0% 98.3% 93.0% 85.6% 92.4% % of new build that meets needs of older people Target exceeded. Green 8.0% 20.0% 0.0% 0.0% 0.0% Ensure communities are safe, strong and sustainable Availability, quality and access to housing is improved Performance Indicators Comments/ Progress Status 2019/20 2020/212018/19Target To Date -------- Last 3 Years ------------------- This Year ----------- % of lets to Urgent housing (UH) need households Although performance is slightly below target, there has been an increase in the number of lets to urgent need from 1089 in 2020/21 to 1225 in 2021/22. Amber 60.0% 56.6% 49.2% 51.4% 61.1% % of homeless and potentially homeless decision notifications issued within 28 days of date of initial presentation Target achieved. Green 98.0% 99.6% 99.4% 99.8% 99.8% Average length of time in temporary accommodation Target achieved. Green 120 days 105 days 108 days 102 days 121 days % of households provided with temporary accommodation (SG) Target achieved. Green 100.0% 100.0% 99.4% 100.0% 100.0% % of temporary accommodation offers refused Target achieved. Green 6.00% 7.42% 8.25% 6.24% 6.84% Number of times we did not meet our obligation to provide suitable accommodation (SG) Target achieved. Green 0 0 0 0 0 % of Housing Options interventions where Homelessness prevented Target achieved. Green 70.0% 73.5% 0.0% 0.0% 0.0% Page 2 51
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IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - Ensure communities are safe, strong and sustainable Availability, quality and access to housing is improved Performance Indicators Comments/ Progress Status 2019/20 2020/212018/19Target To Date -------- Last 3 Years ------------------- This Year ----------- % of new tenancies sustained for more than a year for all lets (SSHC) Target achieved. Green 88.00% 93.40% 89.37% 90.08% 91.90% Average time taken to relet empty properties (SSHC) Target achieved. Green 26.00 days 21.50 days 22.04 days 21.70 days 21.00 days % of rent due in the year that was lost due to voids (Operational void rent loss) (SSHC) Performance is slightly below target due to the continued impact of Covid-19 and workload demands associated with voids. The Resource continues to focus on void management to minimise void rent loss. Comparison with performance across local authority landlords is strong. Amber 0.53% 0.60% 0.46% 0.49% 0.42% % of total void rent loss (SSHC) Performance below target due to the continued impact of Covid-19. Improvement actions identified to minimise rent loss. Red 1.35% 1.53% 1.08% 1.35% 1.22% % of tenancy offers refused during the year (SSHC) This is a contextual performance measure. Contextual ------ 16.6% 37.1% 30.8% 24.7% % of response repairs completed on time Target achieved. Green 90.0% 99.1% 97.0% 96.0% 97.7% Ave length of time to complete emergency repair - hours (SSHC) - YTD Target achieved. Green 24.00 hours 4.24 hours 3.23 hours 3.44 hours 3.26 hours Ave length of time to complete non emergency repair (SSHC) (LGBF) - YTD Target achieved. Green 28.00 days 11.76 days 14.32 days 14.19 days 13.07 days % of reactive repairs completed first time right (SSHC) Target achieved. Green 90.00% 99.00% 99.87% 99.91% 99.95% % of repairs appointments kept (SSHC) Target achieved. Green 90.00% 94.00% 96.15% 94.00% 94.18% No of times we did not, meet our obligation to complete the annual gas safety check by annual anniversary date At the year end there was one gas safety check outwith target due to household self-isolating. This was arranged and completed as a soon as the self-isolation period ended. Amber 0 1 0 7 411 % of tenant satisfaction with repairs or maintenance in year (SSHC) Target achieved. Green 90.0% 91.0% 92.0% 93.0% 90.0% Page 3 52
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IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - Ensure communities are safe, strong and sustainable High quality, thriving and sustainable communities Performance Indicators Comments/ Progress Status 2019/20 2020/212018/19Target To Date -------- Last 3 Years ------------------- This Year ----------- % of ASB cases resolved in the year (SSHC) Target achieved. Green 90.00% 94.30% 88.15% 98.00% 95.21% Ensure communities are safe, strong and sustainable High quality, thriving and sustainable communities Performance Indicators Comments/ Progress Status 2019/20 2020/212018/19Target To Date -------- Last 3 Years ------------------- This Year ----------- % of Council stock meeting the SHQS (% of dwellings meeting SHQS) (LGBF) The decrease in this indicator relates to the delay in the heat and smoke alarm installation programme which was affected by no access and the availability of stock. However has now recommenced. Red 94.0% 72.3% 92.5% 93.2% 93.5% % of council dwellings that are Energy Efficiency Standard for Social Housing (EESSH) (LGBF) Reporting on the new EESSH 2 standard will commence during 2022/23 with a review of housing stock underway to determine the additional energy measures required to achieve EESSH2. Contextual ------ 98.64% 91.10% 93.39% 93.88% Delivering the plan and achieving best value Delivering the plan and achieving best value Performance Indicators Comments/ Progress Status 2019/20 2020/212018/19Target To Date -------- Last 3 Years ------------------- This Year ----------- % of Stage 1 complaints responded to in full (SSHC) 186 out of 204 stage 1 complaints responded to in full. Contextual ------ 91.00% 98.00% 97.44% 93.00% Average time in working days for a full response at Stage 1 Target achieved. Green 5 5 4 4 5 % of Stage 2 complaints responded to in full (SSHC) 29 stage 2 complaints responded to in full. Contextual ------ 100.00% 96.00% 96.77% 91.00% Average time in working days for a full response at Stage 2 Target achieved. Green 20 15 15 17 14 Rent collected as a % of rent due in the year (SSHC) Target achieved. Green 96.3% 98.3% 99.0% 99.7% 97.4% Gross rent arrears (current and former tenants) as a % of rent due for the year (LGBF) (SSHC) Performance slightly below target due to the continued impact of Covid-19. A range of supports are in place to assist tenants financial hardship. Performance continues to be routinely monitored. Amber 8.70% 8.91% 6.78% 7.05% 8.26% Page 4 53
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IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan Performance Indicators Housing and Technical Resources - Delivering the plan and achieving best value Delivering the plan and achieving best value Performance Indicators Comments/ Progress Status 2019/20 2020/212018/19Target To Date -------- Last 3 Years ------------------- This Year ----------- Factoring collection rate An additional £0.5m in revenue was collected when compared to 2020/21 however the annual target was not met. A number of payment plans for rechargeable repairs have carried forward into 2022/23. Amber 77.00% 73.00% 81.00% 78.10% 74.06% Page 5 54
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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 Promote sustainable and inclusive economic growth and tackle disadvantage 0 0 0 0 0 0 Get it right for children and young people 0 5 0 0 0 5 Improve health, care and wellbeing 2 3 0 0 0 5 Ensure communities are safe, strong and sustainable 4 12 2 1 0 19 Delivering the plan and achieving best value 0 2 1 0 0 3 Total 6 22 3 1 0 32 Page 6 55
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IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - Improve health, care and wellbeing Later life is improved Action Measures Comments/ Progress Status Increase supply of housing suitable for older people Additional amenity standard and wheelchair accessible homes delivered as per SHIP as reported to Housing and Technical Resources Committee 94 Amenity/Wheelchair additional housing units were provided across development sites within South Lanarkshire. Green Ensure that Sheltered housing services are compliant with Care Inspectorate Inspection standards Sheltered housing support services monitored to ensure compliance with Care Inspectorate standards. Outcome of inspections report to Housing and Technical Resources Committee and improvement plans developed for any areas of improvement No inspections since 2017 however continue to self-asses against Care Inspectorate framework, identify and progress improvement actions. Green Get it right for children and young people Protect vulnerable children, young people and adults Action Measures Comments/ Progress Status Contribute to effective joint working in protecting children and adults at risk of harm Annual report on operation of Adult and Child Protection procedures reported to Resource Management Team during March 2022 Annual report was delivered in April 2021. A service development session was delivered in July 2021 for Housing Services and a further development session for Property Services will be delivered April/May 2022. Green Contribute to effective joint working in protecting children and Six monthly reporting to Chief Officer Group (COG) for Homelessness and Gender Based Violence statistics Quarterly statistical update provided. Meet with Gender Based Violence Partnership Co-ordinator to discuss and agree a broader update during 2022/23 covering prevention activity. Green Page 7 56
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IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - Get it right for children and young people Protect vulnerable children, young people and adults Action Measures Comments/ Progress Status adults at risk of harm Personal plan developed for all young people moved from Care to living in their own home on a permanent basis Good progress made rolling out new pathway plan with around 90% of current young care leavers with housing applications completed a housing pathway. Green Maintain affordable rents for council homes, benchmarked against the Scottish average - a key action as detailed in the Local Child Poverty Action Report The average rent of £74.94 for 2021/22 continues to remain lower than the Scottish local authority average of £79.71 per week for the same period. In recognition of the ongoing financial impact the Covid-19 pandemic is having on many households, the 2022/23 rent increase for tenants was 2.2%, held at the same level of increase as 2021/22. This continues to allow investment in services and properties to be delivered. Progress against this measure is reported annually within the South Lanarkshire Local Child Poverty Action Report. Green Prioritise allocation of available housing for those in need, including homeless households - a key action as detailed in the Local Child Poverty Action Report In line with the Council's Housing Allocation Policy, housing continues to be allocated to those most in need. The council and its Registered Social Landlord partners delivered an increase in the percentage of social rented properties directed to homeless households in the year (53.4% of all council homes and 33% of Registered Social Landlord homes) reducing time spent in temporary accommodation and minimising the impact on households with children. Progress against this measure is reported annually within the South Lanarkshire Local Child Poverty Action Report. Green Page 8 57
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IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - Improve health, care and wellbeing Improved health and social care outcomes for all Action Measures Comments/ Progress Status Ensure effective contribution to health and social care outcomes contained Scheduled reviews of the Strategic Commissioning Plan Housing and Technical Resources have actively contributed to the development of the latest South Lanarkshire Strategic Commissioning Plan. This includes the inclusion of housing's specific contribution to the outcomes of the plan. Green within the Strategic Commissioning Plan Progress reported as part of the Rapid Re-housing Transition Plan Annual Report to Housing and Technical Resources Committee in June 2021 The second annual review of the South Lanarkshire Rapid Rehousing Transition Plan was completed and presented to Housing and Technical Resources in June 2021. The review identified that despite the challenges of the Covid-19 pandemic, good progress had been made across the different priorities. Complete The Local Housing Strategy reported to Executive Committee during November 2021 Annual review completed and approved by Executive Committee November 2021. Review highlighted good progress made against the indicators within the Strategy including performance within new supply, homelessness and energy efficiency. The final year (2021/22) review will be completed as part of the development of the next strategy, scheduled for submission to the Executive Committee in 2022. Complete Ensure communities are safe, strong and sustainable Availability, quality and access to housing is improved 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 537 new build properties delivered by to the council. 53 Open Market Purchase properties acquired. Green Page 9 58
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IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - Ensure communities are safe, strong and sustainable Availability, quality and access to housing is improved Action Measures Comments/ Progress Status Improve access to settled accommodation for homeless households Implementation Rapid Rehousing Transition Plan - Year 3 Year 3 Quarter 3 review complete and showing positive progress, annual review process now underway. Key measures to report are a further 25% reduction in long-term homelessness, a 21% reduction in levels of homelessness from 969 in 2020/21 to 765 in 2021/22 and a 19% reduction in the length of time homeless households spent in temporary accommodation from 223 days in 2020/21 to 181 days in 2021/22. Green Increase settled accommodation by converting 40 temporary accommodation units to Scottish Secure Tenancies by March 2022 A further 21 units converted during 2021/22 towards the RRTP targeting converting 100 temporary tenancies to Scottish Secure tenancies by 2024. Post-covid priorities to maintain levels of temporary accommodation supply have prevented meeting target. Further progression on conversion of temporary tenancies to permanent will be prioritised in year 4 of the Rapid Rehousing Transition Plan. Red Implement Housing First approach. Provide suitable accommodation and support for up to 40 individuals with complex needs by 2023/24 On target, with 33 cases implemented to date. 84% tenancy sustainment record with 100% tenancies sustained in first 12 months since April 2021. Green Page 10 59
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IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - Ensure communities are safe, strong and sustainable High quality, thriving and sustainable communities Action Measures Comments/ Progress Status Ensure continued implementation of the Local Housing Strategy Local Housing Strategy implemented with annual review reported to the Executive Committee November 2021 Annual review completed and approved by Executive Committee November 2021. Review highlighted good progress made against the indicators within the Strategy including performance within new supply, homelessness and energy efficiency. The final year (2021/22) review will be completed as part of the development of the next strategy, scheduled for submission to the Executive Committee in 2022. Complete A Housing Needs and Demand Assessment, including an assessment of the needs of Gypsy/Travellers, to be completed by November 2021 The Resource continues to play a significant contribution to the development of the Glasgow City Region Housing Need and Demand Assessment. This includes providing analysis and commentary on different sections within the document, including specialist provision for Gypsy/Travellers. As part of the wider HNDA, development of a South Lanarkshire Gypsy/Traveller accommodation needs assessment will also be completed in partnership with housing, health and education services to ensure the right numbers and types of accommodation options are available. This is scheduled for completion within 2022. Green Community Safety priorities including relevant parts of the SLCP are achieved Progress against Community Safety priorities to the Safer South Lanarkshire Board on June 2021 and November 2021 Progress updates provided to Safer South Lanarkshire Board as planned. Complete Page 11 60
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IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - Ensure communities are safe, strong and sustainable High quality, thriving and sustainable communities Action Measures Comments/ Progress Status Key satisfaction levels monitored and reported and published as part of annual report on SSH Charter performance December 2021 In relation to the Scottish Social Housing Charter, the Scottish Housing Regulator published its annual findings on the 31st August 2021. The annual charter performance report to tenants included this information and was published in the housing news and online within the required timescales as set out by the Regulator. Green Understand the financial security of our customers Key indicators reported to the Scottish Housing Regulator as part of annual return on the charter submitted during May 2021 Following submission to the regulator in May 2021, detailed analysis and monitoring of key indicators related to the financial position facing our customers continues to be progressed. Following publication of data by the Scottish Housing Regulator and voluntary benchmarking groups of which the Council are members, results have been analysed to understand our position, relative to other Local Authority landlords. The Council continues to be the 7th lowest in terms of average rent levels and affordability. Green Page 13 62
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IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - Ensure communities are safe, strong and sustainable High quality, thriving and sustainable communities Action Measures Comments/ Progress Status Contributions to the Welfare Reform Group led by Finance and Corporate Resources The Resource continues to contribute to the corporate response to welfare reform. A 2020/21 update from Housing Services was included in the report to Corporate Management Team (CMT) in June 2021, and also reported to the Community Planning Partnership Board (CPPB) on 15 September 2021. A further Housing Services update covering the first 6 months of 2021/22 was provided and presented to CMT in December 2021 and to the CPPB on 9 March 2022. Green Key actions detailed in the Local Child Poverty Action Report The third annual South Lanarkshire report has now been developed and similar to the previous Local Child Poverty Action Report (LCPAR), it contains measures and actions which are structured around three drivers of child poverty: income from employment; costs of living; income from social security and benefits in kind. Within the LCPAR the measures and actions relating to Housing and Technical Resources are predominately set out within the chapter on ‘cost of living’. They focus around the key areas below, for which housing makes a clear contribution towards preventing and reducing child poverty: • 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 Green Page 14 63
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IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - Ensure communities are safe, strong and sustainable High quality, thriving and sustainable communities Action Measures Comments/ Progress Status Work with Gypsy/Traveller residents to develop and implement a programme of site improvement Site Investment Plans developed in consultation with residents and planned improvement works completed by 31 March 2022 Work continues to be progressed on both South Lanarkshire sites to improve facilities and amenities available to residents. These works are being taken forward in conjunction with site residents, who have jointly developed site masterplans that highlight key projects they wish to see take place. In addition a range of other projects are being taken forward to ensure the sites continue to meet legislative compliance and standards. Projects delivered to date include new heating within the amenity buildings, pitch extensions and a new community facility. Green Ensure communities are safe, strong and sustainable High quality, thriving and sustainable communities Action Measures Comments/ Progress Status Improve energy efficiency stock to help address fuel poverty Deliver energy efficiency planned capital investment by 31 March 2022 Delivery of programme was impacted by the continued affect of Covid-19 and affected the ability to drawdown funding prior to June 2022, therefore, some projects have carried forward into 2022/23 programme. Amber Physical regeneration work in priority areas Deliver remaining 36 properties as part of Phase 1 of the masterplan for regeneration at East Whitlawburn along with Phase 2 (34 units) and Phase 3 (52 units) 112 properties within phase 1,2 and 3 delivered to date, with the remaining 10 properties to be completed within 2022/23. Green Work with partners to bring 15 Long Term empty homes into use during 2021/22 15 brought back into use using a mixture of advice, assistance and practical engagement. Work in relation to empty homes will continue to be expanded in 2022/23. Green Page 15 64
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IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 8 September 2022 Resource Plan actions and measures Housing and Technical Resources - Ensure communities are safe, strong and sustainable Schools and other places of learning are inspirational Action Measures Comments/ Progress Status Project Management of Schools Projects and General Services Projects General Services Programme spend will be achieved for the financial year Spend to Q4 £61.587m. Annual target (Revised Estimated Expenditure) £72.731m. Outturns were impacted by the continued issue of securing supplies and labour at the right time because of the Pandemic, Brexit and War in Ukraine. Amber Support for Early Years Programme - Delivery of 8 new nursery sites by the end of financial year 2021/22 Eight nurseries now complete. Complete Delivering the plan and achieving best value Delivering the plan and achieving best value Action Measures Comments/ Progress Status Ensure effective management of all Resource budgets and Business Plans Overall budgetary targets achieved by March 2022 It is expected that overall budgetary targets will be achieved by the end of the financial year but all targets have been impacted by the Covid-19 emergency. Final details will be known once the annual accounts exercise has been completed. Green Delivery of targeted agreed efficiency savings by March 2022 Some efficiency targets will not be achieved in full but are expected to be offset by other in year underspends. Green Progress the council's Digital Strategy within the Resource Replacement Integrated Housing Management and Property System developed and implemented by June 2022 Overall review with supplier completed, with implementation phased from end of 2023. Amber Page 16 65
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Appendix 3 HTR: Quarter 2 to Quarter 4 2021-22 - scrutiny of change in measure status Measure Q2 Status Q4 Status Q4 Comments Performance has declined from Q2 to Q4 % of lets to Urgent housing (UH) need households Green Amber Although performance (56.59%) is slightly below target, there has been an increase in the number of lets to urgent need from 1089 in 2020/21 to 1225 in 2021/22. Increase settled accommodation by converting 40 temporary accommodation units to Scottish Secure Tenancies by March 2022 Green Red A further 21 units converted during 2021/22 towards the RRTP target of converting 100 temporary tenancies to Scottish Secure tenancies by 2024. % of rent due in the year that was lost due to voids (Operational void rent loss) (SSHC) Green Amber Performance of 0.60% is slightly below target due to the continued impact of Covid-19. The Resource continues to focus on void management to minimise void rent loss. While performance is slightly below target, comparison with performance across local authority landlords is strong % of total void rent loss (SSHC) Green Red Performance of 1.53% is below target due to the continued impact of Covid-19. The Resource continues to address void demand with a designated void team in place and performance continues to be routinely monitored with a number of improvement actions identified. No of times we did not, meet our obligation to complete the annual gas safety check by annual anniversary date Green Amber At the year end there was one gas safety check out with target due to the household self-isolating. The check was arranged and completed as a soon as the self-isolation period ended. % of Council stock meeting the SHQS (% of dwellings meeting SHQS) (LGBF) Report Later Red The decrease in this indicator relates to the delay in the heat and smoke alarm installation programme which was affected by no access and the availability of stock. This programme has now recommenced. General Services Programme spend will be achieved for the financial year Green Amber Spend to Q4 £61.587m. Annual target (Revised Estimated Expenditure) £72.731m. Outturns were impacted by the continued issue of securing supplies and labour at the right time because of the Pandemic, Brexit and War in Ukraine. Gross rent arrears (current and former tenants) as a % of rent due for the year (LGBF) (SSHC) Green Amber Performance is at 8.91% slightly below target due to the continued impact of Covid-19. A range of supports are in place to assist tenants facing financial hardship. 8 67
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Measure Q2 Status Q4 Status Q4 Comments Performance continues to be routinely monitored with a number of improvement actions identified. Replacement Integrated Housing Management and Property System developed and implemented by June 2022 Green Amber Overall review with supplier completed, with implementation phased from end 2023. Performance has improved/completed from Q2 to Q4 % of new build that meets needs of older people Report Later Green Target exceeded. Progress reported as part of the Rapid Re-housing Transition Plan Annual Report to Housing and Technical Resources Committee in June 2021 Green Blue The second annual review of the South Lanarkshire Rapid Rehousing Transition Plan was completed and presented to Housing and Technical Resources in June 2021. The review identified that despite the challenges of the Covid-19 pandemic, good progress had been made across the different priorities. The Local Housing Strategy reported to Executive Committee during November 2021 Green Blue Annual review completed and approved by Executive Committee November 2021. Review highlighted good progress made against the indicators within the Strategy including performance within new supply, homelessness and energy efficiency. The final year (2021/22) review will be completed as part of the development of the next strategy, scheduled for submission to the Executive Committee in 2022. Progress against Community Safety priorities to the Safer South Lanarkshire Board on June 2021 and November 2021 Green Blue Progress updates provided to Safer South Lanarkshire Board as planned. Local Housing Strategy implemented with annual review reported to the Executive Committee November 2021 Green Blue Annual review completed and approved by Executive Committee November 2021. Review highlighted good progress made against the indicators within the Strategy including performance within new supply, homelessness and energy efficiency. The final year (2021/22) review will be completed as part of the development of the next strategy, scheduled for submission to the Executive Committee in 2022. Customer Involvement Strategy with Annual review (including programme of Customer Scrutiny) reported to Housing and Technical Resources Committee Green Blue The third annual review of the Housing Services' Customer Involvement Strategy was presented and approved at Housing and Technical Resources Committee on 29 September 2021. 68
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Measure Q2 Status Q4 Status Q4 Comments The review was completed jointly by officers within Housing and Technical Resources and customer representatives within the Tenant Participation Co-ordination Group, providing them with the opportunity to monitor progress and define the priorities for the year ahead. % of council dwellings that are Energy Efficiency Standard for Social Housing (EESSH) (LGBF) Report Later Contextual Reporting on the new EESSH 2 standard will commence during 2022/23 with a review of housing stock underway to determine the additional energy measures required to achieve EESSH2. 69
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 5 October 2022 Report by: Interim Executive Director (Housing and Technical Resources) Subject: Housing and Technical Resources Workforce Plan 2022 - 2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] update the committee on the Housing and Technical Resources Workforce Plan 2022 – 2025 and highlight the key strategic actions required in relation to workforce planning [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):-[recs] (1) that the content of the report, be noted; and (2) that the Housing and Technical Resources Workforce Plan 2022-25 (Appendix 1), be approved. [1recs] 3. Background 3.1. The Workforce Strategy for the Council was reported to Executive Committee in 2016 and following this Resources developed Workforce Plans covering the period 2017 – 2022. 3.2. These Workforce Plans outlined the strategic actions required to ensure that services have the right people, in the right place at the right time to enable delivery of the Council objectives and statutory requirements. 3.3. The review of Workforce Plans has been delayed due to the Covid-19 impact and Resources have now produced plans covering the period 2022 – 2025. 4. Workforce Planning Toolkit 4.1. The Plans were developed using the Workforce Planning toolkit which includes:- Four planning stages: Stage one - Determine the Business Strategy Through this stage an analysis of the key internal and external drivers for the Resource is undertaken to determine how these will inform the services to be delivered and the numbers and skills required in the workforce to achieve the desired outcomes. 9 71
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Stage two - Analyse and discuss relevant data This stage assesses relevant and available data relating to the current profile of the workforce and any observations and predictions around future resourcing requirements. Stage 3 – Agree objectives of the plan Information from Stage 1 and 2 is used to identify what the plan is trying to achieve, which will then need to be reviewed against available resources. Stage 4 – Agree actions and implement plan This stage is the culmination of stages 1-3 where Resources and the HR Business Manager develop an action plan to address risks that have been identified in relation to the Resource’s ability to deliver business objectives. 5. Workforce Plan Overview 5.1. The Workforce Plan, including the action plan, for Housing and Technical Resources is attached as Appendix 1. The Plan provides an overview of the services delivered by the resource, the service demands and a workforce profile. This, along with the strategic plans and drivers, were used to identify the objectives and actions required. 5.2 For Housing and Technical Resources the key challenges for workforce planning that have been identified are: • The demographic profile of the workforce and the impact on succession planning • The ability to recruit and retain employees • The development of the current workforce to ensure skills are available to deliver in key strategic areas for future developments and changes in respect of Climate change and sustainability and new IT technology • Refugee Resettlement Programme expansion and widening asylum dispersal • Maintaining employee wellbeing and resilience 5.3. The specific actions identified to address these challenges are: • Improved recruitment practices to attract and retain employees • A graduate and other apprenticeship approach to recruitment • Further expand links with schools and colleges to encourage those to consider a role with the council • Expand on methods, training and development to grow our own talent and future proof the workforce • Robust Succession Planning, across several key areas • A review of working practices, making improved use of workforce/assets and consider future needs to deliver key services, in changing environment • Optimise the efficiency of the existing workforce including staff absence cover: application of employee supports/wellbeing; application of Maximising Attendance processes and maintaining a solution-focused approach to complex issues 5.4. This aligns with the general common themes from all Resource action plans which are: • Increased demand and a reduced workforce pool - this is a national issue • Demographic challenges – increased turnover, employees retiring earlier than expected and succession planning • Employee wellbeing 72
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6. Risk Implications 6.1. The actions identified will assist the Resource in having the right people with the right skills to deliver services, however there are risks if these actions cannot be delivered: • Reduced workforce supply is a risk to delivering the actions identified and this can be mitigated by adapting services to be delivered within workforce available • Ability to maintain service requirements given the time taken to train and develop employees to achieve the required skills mix given the complexity of skills set required across the different roles • Competing recruitment drives across authorities and other service providers could mean a reduced staffing level in some areas 7. Monitoring the Plan 7.1. The action plan will be monitored through the Resource Management Team as the arrangements on national initiatives emerge and any significant changes will be reported though the Corporate Management Team. 8. Employee Implications 8.1 Having a proactive workforce planning process in place ensures an effective workforce is in place to deliver our services. 9. Financial Implications 9.1. There are no costs associated with undertaking the workforce planning process and any financial implications that have been detailed in the action plan will be met within existing resources 9.2. Planning for appropriate workforce arrangements demonstrates effective and efficient use of resources. 10. Climate Change, Sustainability and Environmental Implications 10.1. There are no implications for Climate Change, sustainability or the environment in terms of the information contained in this report. 11. Other Implications 11.1. The risks associated with the workforce plan are outlined in Section 6 11.2. There are no other issues associated with this report. 12. Equality Impact Assessment and Consultation Arrangements 12.1. 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. 12.2. There is also no requirement to undertake any additional consultation in terms of the information contained in this report. Annette Finnan Interim Executive Director, Housing and Technical Resources 12 September 2022 73
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Link(s) to Council Values/Priorities/Outcomes • Focused on people and their needs • Working with and respecting others • Accountable, effective, efficient and transparent • Ambitious, self-aware and improving • Fair, open and sustainable • Excellent employer Previous References Housing and Technical Resources Committee, 4 October 2017 Executive Committee of 13 April 2016 - Workforce Planning Strategy Executive Committee of 8 March 2017 – South Lanarkshire Council Workforce Plan, 2017- 2020 List of Background Papers none 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: 845 4647 (Phone: 01698 454647) Email: elaine.maxwell@southlanarkshire.gov.uk 74
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Housing and Technical Resources Workforce Plan 2022 - 25 1) Introduction and Background The purpose of this Plan is to outline the key strategic drivers for the Housing and Technical Resources workforce to the current and future challenges and ensure these are aligned to Council challenges, risks and new developments. 2) Resource Overview The Executive Director oversees two service areas withing Housing and Technical Resources which help to ensure that the council operates successfully in an increasingly complex and challenging environment, and although diverse, each service is essential to the running of the council and the delivery of its vision, values and priorities. Housing Services is the fourth largest social landlord in Scotland and is responsible for providing a comprehensive housing management service, proving a homelessness, and housing support service, working to prevent and alleviate homelessness, support independent living, improve levels of tenancy sustainment, and support vulnerable households in our communities including refugees. The service provides both strategic and support functions across the resource, contributing to the Council and national agenda, including community safety and the development and delivery of additional affordable homes. Property Services are responsible for managing the council’s portfolio of properties and land and includes Building Services, Assets and Estates and Consultancy Services. These Services have a wide range of responsibilities including working with all other Resources to develop, design, procure and, where appropriate, deliver property construction programmes. The Service also delivers maintenance works across the property portfolio, including the out of hours repairs service and manages properties for sale and lease and carries out legislative compliance works including electrical testing and gas safety checks. The Service also provides strategic support to the Resource and council for the energy efficiency and sustainability agenda. Resource Overview The Housing and Technical Resource Plan (2022/23) has identified the main challenges, risks and new developments which will have significant impact on the delivery of services in the coming year. Key areas of focus are: • Covid recovery • Health and Wellbeing • Legislative and Policy Changes • Education Growth and capacity School Estate • Asset Management – review asset requirements in light of changing council and service user needs and opportunities it presents • Preventing and alleviating Homelessness and tenancy sustainment • Resettlement programme expansion and widening asylum dispersal • Health and Social Care contribution • Changing work streams linked to the overall management of the Council’s asset and meeting targets set e.g. Climate Change & Sustainability 9 75
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Strategic Drivers The Resource Plan sets out the key areas of focus, as well as strategic drivers and policy frameworks that will have an impact on Housing and Technical Resources and the workforce: • Financial savings and efficiencies • Covid recovery - continued response and recovery to the impact of COVID pandemic ensuring resilience in the workforce to respond to future outbreaks • Recruitment and retention - there is increased number of retirals, flexible working requests and turnover which results in a reduced workforce availability. • Pay and reward - increased demands to ensure that pay and reward remains competitive and attractive to employees Strategic Plans All of the above is factored into the key strategic plans which Housing and Technical Resources is a key contributor or partner to. The main plans covering each of these areas are: • South Lanarkshire Community Plan 2017-27 • South Lanarkshire Council Plan 2022 - 27 • South Lanarkshire Children’s Services Plan 2021-23 • Sustainable Development and Climate Change Strategy • Local Housing Strategy and Rapid Rehousing Transmission Plan • Housing and Technical Resource Plan and associated Service Plans 3) Current Workforce and People Skills Required The Resource currently has 1345 FTE employees, which are broken down as follows: Service FTE Housing Services (including Directorate) 426.15 Property Services 918.85 General Workforce information: • 49% workforce is 50 years old or over. • In 2021/22 there have been an increase in the number of retirals, requests for flexible working and reduction in working hours. • For 21/22 the absence rate was 6.1% and the turnover was 6.24% Workforce Challenges At present, there are a number of workforce challenges for Housing and Technical Resources directly impacting on the ability to fully meet current demand, as summarised below: • Workforce availability – there are challenges recruiting some roles in Housing Services (e.g. Housing Officers) and technically qualified roles such as Quantity Surveyors, this has led to increased pressure on the existing workforce, covering vacancies. 76
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• Ageing workforce – the profile of the workforce in South Lanarkshire is working against demand, with a significant proportion of the workforce being in the 50-70 age bracket (49%). As a result of the COVID pandemic there is evidence that people are re-evaluating priorities with a potential further increase in earlier retirals 4) Objectives of the Plan The objectives of this workforce plan are to consider how the above strategic priorities and areas of service demand can be mitigated against and managed over the course of the next 5 years. Delivering more of the same will not necessarily solve these challenges, and the Services will have to consider new ways of working, including transformational change. Some of the principles underpinning how this will shape the workforce moving forward have already been set out in the strategic plans referred to above. 5) Actions and Recommendations A number of key actions have been identified to manage the demands and challenges anticipated over the next 5 years with the main ones being: • Review existing recruitment practices inclusive of adverts, use of social media and refreshed and updated job descriptions, where applicable • Further development of the graduate apprenticeship approach for securing professional roles • Build on existing contacts with Schools and Colleges to encourage more applicants • Strengthen links with employability to access a wider audience • Look across the Council to access routes to ‘Grow our own’ and future proof our workforce • Look at the existing structures and skills or skills base and plain what is required to deliver the services moving forward across all areas • Succession planning across a number of key areas, and building leadership capacity • Optimise the efficiency of the existing workforce including staff absence cover: application of employee supports/wellbeing; application of Maximising Attendance processes and maintaining a solution-focussed approach to complex issues. 77
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Finance and Corporate Resources Workforce Action Plan 2022 - 2025 Appendix 1 Priority/Identified Needs. What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver each priority? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications Workforce / HR Increased demand and reduced workforce pool Revised recruitment practices, greater use of social media and campaign approach, consider graduate and other apprenticeship approach and opportunities to develop current staff Fill vacancies with suitably skilled candidates Heads of Service / HR Business Manager HR advisers Annual none Pay and reward Promote benefits of working in SLC Recruitment and retention Heads of Service / HR Business Manager Ongoing Savings and Efficiencies requirements Identify savings requirements and continue to make efficiencies, review working practices, making better use of assets e.g. property/fleet and technology Efficient deployment of resources to deliver service, smarter use of property, fleet, technology and people resources Executive Director Heads of Service and HR Business Manager Annual Increased number of retirals Quantify likely turnover Succession Planning, Develop entry options into posts. Recruitment to maintain agreed staffing levels Head of Service HR Business Manager Annual review 78
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Increased flexible working requests Monitor impact Review criteria Reduce impact on service delivery Heads of Service / HR Business Manager HR Business Manager 2022/23 Increased career break requests Monitor impact Review criteria Reduce impact on service delivery Heads of Service / HR Business Manager HR Business Manager Ongoing Employee Health and Well being Maintain support and explore additional support methods Improved attendance, retention Heads of Service / HR Business Manager HR Business Manager Ongoing Changing workload demands Identification of future workload needs to meet national and council priorities and statutory requirements in relation to Housing Standards, Climate Change and Sustainability and wider asset management In-house workforce aligned to future work needs Maintain high productivity levels across the workforce Potential opportunity for commercialisation Workforce is fully aligned to future work needs Executive Director / Head of Service / HR Business Manager Training & Development Implementation of: - Fusion project - Integrated Housing & Property Management System Streamlined and more efficient working practices Heads of Service / HR Business Manager 79
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 5 October 2022 Report by: Interim Executive Director (Housing and Technical Resources) Subject: Scottish Housing Regulator – Annual Assurance Statement 2021/2022 1. Purpose of Report 1.1. The purpose of the report is to:- seek approval to submit the Annual Assurance Statement for South Lanarkshire Council to the Scottish Housing Regulator 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the South Lanarkshire Council Annual Assurance Statement 2021/2022 (attached as Appendix 1) be approved and submitted, to the Scottish Housing Regulator. 3. Background 3.1. The Scottish Housing Regulator (SHR) was established in 2011 as an independent body directly accountable to the Scottish Government to regulate registered social landlords (RSL’s) and local authority housing and homelessness services. The SHR does this by assessing and reporting on social landlord’s delivery of services, RSL’s financial well-being and standards of governance and where necessary, the SHR will intervene to secure improvements. 3.2. Following a consultation process, the SHR published a revised Regulatory Framework in February 2019. 3.3. Local authority landlords are required to submit an Annual Assurance Statement confirming compliance with regulatory requirements which, should also, if appropriate, identify any material breaches. Examples of such material breaches specific to Local Authorities include those that seriously affect the interests and safety of tenants, people who are homeless or other service users; threaten the stability, efficient running or viability of service delivery arrangements and bring the landlord into disrepute or raise public or stakeholder concern about your organisation or the social housing sector. 3.4. South Lanarkshire’s Annual Assurance Statement for 2020/21 was approved by Housing and Technical Resource’s Committee on 29 September 2021 and subsequently submitted to the SHR in October 2021. 10 81
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4. South Lanarkshire Council Annual Assurance Statement 4.1. The Annual Assurance Statement 2021/2022 for the Council is attached as Appendix 1. As recommended by SHR guidance, this is short, succinct and based upon the format provided by the regulator. 4.2. The key requirement of the Annual Assurance Statement is for the Committee to confirm that it is confident that appropriate systems, evidence, relationships and channels of communication are in place to ensure the effective planning, delivery and monitoring of relevant services against statutory and regulatory requirements. 4.3. Within South Lanarkshire, the assurance required is provided through a wide range of arrangements which are in place, at a Council and Resource wide level. A summary of the key requirements for assurance and how these are addressed is attached as Appendix 2. 4.4. The Regulator recognises that that councils and Registered Social Landlords are continuing to work to recover from the impact of the pandemic and fully restore services and programmes of work and appreciates that the pandemic may, therefore, continue to impact on compliance with regulatory requirements. The Council is, therefore, required to identify any non-compliance with regulatory requirements that is directly due to the pandemic and distinguish this from non- compliance for other reasons. 4.5. Provided that tenant and resident safety is not compromised, the SHR continues to indicate they will not engage with a landlord where it does not fully comply with regulatory requirements, specifically where the non-compliance is exclusively or largely a consequence of the pandemic, and the landlord has effective plans to return to full compliance. In relation to this year’s statement there are two points, highlighted below, where the Council is partially compliant due to the ongoing effects from the pandemic:- • Fire safety for Gypsy/Traveller sites • Scottish Housing Quality Standards (SHQS) – Fire Tolerable Standards and Fixed Electrical Testing 4.6. In relation to the Council’s two Gypsy/Traveller sites, a programme of improvement work has progressed and compliance in terms of the revised fire safety standards has now been fully met at one of the sites, and partial compliance at the other. Progress at the Council’s larger site at Shawlands Crescent in Larkhall is now well advanced and will be fully compliant by end of November 2022. Fire safety guidance continues to be a key focus of activity for the Council. 4.7. In relation to SHQS and the reporting requirements of Fire Tolerable Standards and Fixed Electrical Testing, a programme of work has progressed well, however a number remain outstanding due to issues in relation to the availability of the required equipment and also the ability to gain access to properties to carry out the installations/testing. A further programme of work is now in place to address these issues which is being closely monitored within the Resource. 82
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4.8. In relation to equalities and human rights, Sector guidance on equalities data collection, ‘Collecting equality information: National guidance for Scottish social landlords’ was published in August 2021 and updated in June 2022. In this year’s Annual Assurance Statement, social landlords are asked to provide assurance that they have or are in the process of implementing an effective approach to the collection of equalities information and are considering how a human rights approach to their work can be adopted. This has been reflected in the proposed Annual Assurance Statement. 5. Next Steps 5.1. Subject to approval, the Annual Assurance Statement will be signed off by the Chair of Housing and Technical Resources Committee and returned, as required, to the Scottish Housing Regulator to confirm the required assurance. 5.2. The results of the Annual Return on the Charter 2021/22 are presented as a separate report to this Committee. 6. Employee Implications 6.1. There are no employee implications associated with this report. 7. Financial Implications 7.1. There are no financial implications associated with this report. 8. Other Implications 8.1. There are no additional risks associated with this report. 8.2. There are no sustainable development issues associated with this report. 9. Equality Impact Assessment and Consultation Arrangements 9.1. This report does not introduce a new policy, strategy or plan and is not subject to impact assessment requirements. 9.2. In addition to regular regular discussion with the Tenant Participation Co-ordination Group on performance and Charter reporting, specific engagement has taken place to confirm arrangements for the development and submission of the Annual Assurance Statement Annette Finnan Interim Executive Director (Housing and Technical Resources) 22 August 2022 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient, and transparent Previous References Our regulation of Scottish Housing – H&TR Committee Report 23 January 2019 Scottish Housing Regulator - Regulation of Social Housing in Scotland – H&TR Committee Report 4 September 2019 Scottish Housing Regulator – Annual Assurance Statement – H&TR Committee Report 25 November 2020 Scottish Housing Regulator – Annual Assurance Statement – H&TR Committee Report 29 September 2021 83
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List of Background Papers Our Regulation of Scottish Housing – a discussion Paper January 2018 Our Regulation of Scottish Housing – a Consultation October 2018 Our Regulation of Scottish Housing – Final Framework 2019 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Cameron Mitchell Ext: 845 4862 E-mail: cameron.mitchell@southlanarkshire.gov.uk 84
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Appendix 1 Housing and Technical Resources Executive Director Daniel Lowe Our Annual Assurance Statement South Lanarkshire Council complies with the regulatory requirements set out in Chapter 3 of the Scottish Housing Regulator’s Framework. This includes that we: ▪ achieve all standards and outcomes in the Scottish Social Housing Charter for tenants, people who are homeless and others who use our services ▪ comply with all our legal obligations relating to housing and homelessness, equality and human rights, and tenant and resident safety with the exception of the following:- • In relation to the Council’s two Gypsy/Traveller sites, a programme of improvement work has progressed and compliance in terms of the fire safety standards has now been met at one of the sites, and partial compliance at the other. Progress at the council’s site at Shawlands Crescent in Larkhall is now well advanced and will be fully compliant by end of November 2022. Fire safety guidance continues to be a key focus of activity for the Council. • In relation to SHQS and the reporting requirements of Fire Tolerable Standards and Fixed Electrical Testing, a programme of work has progressed well, however a number remain outstanding due to ongoing issues with the availability of equipment and ability to gain access to properties to carry out the installations/testing. A further programme of work is now in place to address these issues and will be closely monitored by the council. In relation to equalities data collection and human rights, the Council has well established processes and policies in these areas, with consideration already embedded in how we deliver services. Work is being progressed to further develop and adjust our existing approach to the collection of equalities and human rights information along with other changes to reflect the requirements of the regulatory guidance. On an ongoing basis, the Housing and Technical Resource’s Committee consider the information and evidence necessary to provide the required assurance. The Annual Assurance Statement for 2021/22 was approved at the meeting of our Housing and Technical Resources Committee on 5 October 2022. Chair’s signature: Date: 85
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Appendix 2 Assurance Requirements What Assurance required How assurance is evidenced Monitor and report performance Performance Management Framework in place and appropriately reported On an annual basis a report is provided to Housing and Technical Resources Committee on performance against Scottish Social Housing Charter requirements. Performance against the charter requirements for 2021/22 will be reported to H&TR Committee on 5 October 2022. Effective Resource and Service planning arrangements are in place. Resource and Service plans are in place to monitor progress at different levels of the planning hierarchy ie, Community Plan, the Connect (Council) Plan, Resource and Service Plan actions and measures. Progress against Connect and Resource Plan objectives are reported to Housing and Technical Resources and Executive Committee on a twice yearly basis. Appropriate Internal Audit arrangements are in place A comprehensive internal audit programme is reviewed and implemented yearly in line with service requirements. Progress against the audit programme is reported to Finance and Corporate Resources Committee. Equality and Diversity Equality and diversity issues are effectively considered when making decisions. Work within the Resource in relation to equality and diversity is reported to Housing and Technical Resources Committee on an annual basis. The last reported was presented on 8 December 2021 and is next scheduled to be presented on 14 December 2022. Involve tenants and other relevant service users Council and Resource Customer satisfaction levels The Resource has a rolling programme of customer satisfaction surveys in place. These are used to inform policy and service development. Key results from the survey programme are reported to the Housing and Technical Resources Committee as part of the annual report on performance against the Scottish Social Housing Charter. 86
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What Assurance required How assurance is evidenced Customer Involvement and Scrutiny Programme in place and being delivered Progress in relation to customer involvement and scrutiny was reported to committee as part of the annual review of the Customer Involvement Strategy on 29 September 2021. This will also be reported to Committee on 5 October 2022. Legal obligations Ensure that all legal obligations associated with housing and homelessness are adhered to. The Resource Strategy and Policy Review Framework ensures policies and strategies are reviewed on a cyclical basis to confirm that they are delivering the intended outcomes, reflect changes in policy/services context and are consistent with legal and regulatory requirements. An update on the framework is presented to Housing and Technical Resource’s Committee on an annual basis. This will be reported to Committee on 14 December 2022. Risk Management Strategy is reported to the Housing and Technical Resource’s Committee on a yearly basis. This will be reported to Housing and Technical Resource’s Committee in December 2022. This corporate approach to risk management promotes consideration of risk in service delivery, planning and decision making processes. The Strategy requires Resources to record and review risks and control actions regularly. Tenant and resident safety Have evidence to ensure that all legal obligations associated with tenant and resident safety are met. Effective systems for monitoring and reporting health and safety issues are in place within the Resource and monitored through the Corporate Management Team. Any proposals to address emerging health and safety requirements would be reported to Housing and Technical Resources Committee and the Annual Return on the Charter. 87
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 5 October 2022 Report by: Interim Executive Director (Housing and Technical Resources) Subject: South Lanarkshire Council's Strategic Housing Investment Plan 2023-2028 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on progress delivering affordable housing through the Strategic Local Programme Agreement (SLPA) during 2021/2022 seek approval for the Strategic Housing Investment Plan (SHIP) for the five-year period from 2023-2028 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the progress made in increasing the supply of affordable housing through the SHIP 2022-2027 and SLPA, be noted, and (2) that the content of the SHIP 2023-2028, as set out in Appendix 3 to this report, be approved. 3. Background 3.1. The SHIP is a five-year rolling plan which links the strategic priorities identified in South Lanarkshire’s Local Housing Strategy (LHS) to a strategic plan for the delivery of additional affordable housing. The purpose of the SHIP is to guide the allocation of available Scottish Government investment funding to meet the affordable Housing Supply Target as set out in the LHS and the associated priorities and outcomes. 3.2. The previous LHS, covering the period 2017-2022, is ending and a new strategy is currently at the consultation stage, covering the period 2022-2027. Following this, the finalised strategy will be presented to Executive Committee on 30 November 2022 for approval. 3.3. Aligned to statutory guidance, the consultative draft includes provisional Housing Supply Targets. These are calculated through evidence collated within the regional Housing Needs and Demand Assessment 3 (HNDA3), existing Local Development Plan and locally set targets. For the 2022-2027 period, the provisional target has been set between 1,250-1,500 additional affordable homes. Taking account of current fiscal and market pressures within the construction industry, the target range aims to provide flexibility over the five year period. 11 89
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3.4. The Scottish Government uses SHIPs to inform the allocation of the affordable housing investment grant funding through a Strategic Local Programme Agreement (SLPA) for each local authority area. Thereafter, the SLPA informs the development of separate local programme agreements between the local authority and the Scottish Government and Registered Social Landlords (RSLs) and the Scottish Government. 3.5. The Council’s previous SHIP was approved by Housing and Technical Resources Committee in September 2021 and covered the five-year period from April 2022 to March 2027. The SHIP and SLPA are reviewed and updated annually and this review takes account of progress made in delivering affordable housing across South Lanarkshire during 2021/22, and planned progress in the current year 2022/2023, aligned to the RPAs issued by the Scottish Government. 4. Impact of COVID-19 4.1. The impact of the COVID-19 restrictions interrupted all sectors of society, affecting the construction and housing sectors’ ability to reach the national target for 50,000 affordable homes by March 2021. The target for completion of these homes was extended to 2021/2022, as detailed in the national housing strategy ‘Housing to 2040’. 4.2. Despite the challenges presented by the Covid-19 pandemic, the Council and its RSL partners have continued to make positive progress on increasing the supply of affordable housing across South Lanarkshire. This includes the Council being on track to achieving its own target of delivering 1,000 additional council homes, set in 2017, within 2022/2023. 5. Links to national strategy 5.1. The national long-term housing strategy ‘Housing to 2040’, sets out a vision and principles which focus upon the vital role of which good housing and homes play in supporting health, wellbeing, life chances and employment opportunities. 5.2. The strategy also includes a route-map, setting out high level actions to achieve the stated visions and includes a number of actions relevant to the supply of new housing. These actions will be considered further in relation to any new proposals for the development of affordable housing in relation to location, construction, quality of new housing, options for financing, and involving the community in the development process. 5.3. A long term ambition has been set out in the national Programme for Government to deliver an additional 110,000 affordable homes by 2032, with at least 70% of these to be for social rent. 5.4. Of this figure, 55,000 of these affordable homes are to be delivered by 2027. The further 55,000 homes to be delivered by 2032, including accelerating investment funding towards bringing existing homes into the programme, as well as building new homes. 5.5. Locally, the SHIP sets out the capacity for 2,562 units across South Lanarkshire during the period up to 2028, including new build and acquisitions. 90
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6. Investment grants and construction tender prices 6.1. The Scottish Government’s Affordable Housing Investment Benchmark Working Group worked with the housing sector and CoSLA to undertake a review of the affordable housing benchmark system and published revised information on this in October 2021. 6.2. The revised baseline benchmark was set for local authorities at £71,500 (3-person equivalent), with the option to apply additional quality measure benchmarks where there was an increase to the specification of properties to include items such as space for work or study, fire suppression systems, zero emission heating systems amongst others, with could increase the figure to £84,800. 6.3. Local authorities across Scotland are now working to the revised benchmark levels. Locally, the Council has based applications for grant funding under the new scheme on a financial assessment to confirm that the development will not have an adverse impact on the Housing Revenue Account business plan or rent affordability. 6.4. The Scottish Social Housing Tender Price Index measures the movement in construction costs of social housing in Scotland. The latest published quarterly briefing (June 2022) indicates tender prices for social housing in Scotland are rising steadily. In Q4 21/22 they were up 4.0% on the previous quarter and 8.3% on the same quarter a year earlier. Underlying construction costs of labour, materials and plant contributed to these rises. We will continue to monitor these costs for future projects to ensure the Council achieves best value for money. 7. SLPA progress 2021/2022 7.1. Closely working with RSL partners and the Scottish Government, a total of 551 additional affordable homes for social rent were delivered across South Lanarkshire. This included 189 new homes built by three developing RSLs and 362 additional homes delivered by the Council, including those purchased through the council’s Open Market Purchase Scheme (OMPS). 7.2. The additional affordable supply delivered in 2021/22 includes a mix of 385 units (70%) for general needs and 166 (30%) for particular needs/amenity standard housing. In compliance with Scottish Government grant requirements, all homes constructed on behalf of the council or RSLs meet Housing for Varying Needs Standard. 7.3. Appendix 1 provides a summary of the Council and RSL completions during 2021/2022. 8. Home+ Programme 8.1. The Council will continue to deliver on its Home+ programme to increase the supply of council homes through the building of new homes and purchasing existing homes. 8.2. The previous target of delivering 1,000 units will be achieved in 2022/2023 with a breakdown of projects detailed in Appendix 2. 8.3. As such, subsequent reports will be presented to Housing and Technical Committee to seek approval for the delivery of sites for new homes and market purchases, that will contribute to the delivery of the SHIP and assist in achieving national supply targets as set out at 5.3. 91
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8.4. Home+ assists in increasing the supply of specialist housing to meet particular needs. Of the 1008 additional homes built or under construction to date, 383 homes (38%) are designed for particular needs, including 168 (17%) barrier free lift access amenity flats and 70 (7%) bungalows designed to meet the needs of older people and wheelchair users. This exceeds the 8% wheelchair housing target set within the LHS for the proportion of new build social homes built to wheelchair accessible standards. 8.5. The Council’s Open Market Purchase Scheme (OMPS) is closely aligned to the LHS priorities and targets the purchase of property to increase the council’s supply of priority house types and sizes depleted through Right to Buy. The key aims are to meet specific and urgent housing needs and wider housing quality improvement and regeneration priorities. In 2021/2022, 53 homes were purchased through the scheme and a further 60 have been budgeted for acquisition during 2022/2023. 8.6. The OMPS has represented a cost effective and efficient method of delivering much needed additional homes in priority areas, particularly in cases where an urgent housing need can be met. While the new SHIP proposes to continue open market purchases throughout the five-year period, the actual outturn will be driven by the availability of investment grant and the supply and value of properties being brought to the market. 9. Resource Planning Assumptions (RPAs) 2023/2024 to 2027/2028 9.1. As noted in Table A below, the SHIP has been prepared taking account of estimated RPAs of £152.3 million for planning purposes, for the future period from April 2023 to March 2026. In accordance with the guidance, for planning purposes, councils are asked to over-programme by a factor of 25% per year to allow for slippage in the programme. Table A: Resource Planning Assumption Levels Financial Year Scottish Government RPA (£0.0M) SHIP Planning Assumptions RPA + future year capacity* (£0.0M) 2023/24 £30.074 £37.592 2024/25 £30.180 £37.725 2025/26 £30.680 £38.350 2026/27 £30.680** £38.350 2027/28 £30.680** £38.350 Total £152.30 £190.37 * RPA + 25% slippage factor applied ** Subject to future years funding commitment 9.2. The development priorities and potential grant funding requirements reflect the development capacity of potential sites that could be brought forward to increase the supply of affordable housing in South Lanarkshire. 92
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10. South Lanarkshire SHIP 2023-2028 10.1. A copy of the proposed SHIP and associated table of priority sites is appended to this report (Appendix 3). 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 five-year period to March 2028. 10.2. Table 1 annexed to the SHIP sets out priorities for grant funding to be delivered over the rolling five-year period of the SHIP (April 2023 to March 2028). 10.3. The SHIP 2023-2028, includes projects with a total potential capacity for delivering up to 2,562 affordable homes in South Lanarkshire over the five-year period to March 2028, including 2,262 new build homes and 300 to be purchased through the OMPS. 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 2027/2028. 10.4. Table B below illustrates the anticipated distribution of new build completions across the four housing market areas in South Lanarkshire over the five-year period, alongside the percentage increase of each compared within existing housing for social rent in that area. Table B also includes the 350 units to be purchased in priority areas across all market areas of South Lanarkshire. Table B: SHIP distribution by Housing Market Area Clydesdale Hamilton East Kilbride Rutherglen/ Cambuslang OMP (All areas) South Lanarkshire Units 332 810 807 313 300 2,562 % of total SHIP (ex OMP) 14% 36% 36% 14% n/a 100% Total units of existing social housing in HMA 6,177 6,686 11,250 7,149 n/a 31,262 % increase against existing in HMA 5.3% 12.1% 7.1% 4.4% n/a 8.2% 10.5. 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. The information provided includes estimates of site capacity, the mix of general or special needs housing to be provided, indicative site start and completion dates, along with associated grant funding requirements, based on the current Housing Subsidy Target levels. 10.6. The assumptions and forecasts set out in the tables are based on the best information available at the time of preparation and will be subject to refinement as part of the annual review of the SHIP and preparation of SLPAs as individual projects are developed. 10.7. In accordance with the guidance, the SLPA will continue to be managed, reviewed and refreshed annually in consultation and agreement with the Scottish Government and RSL partners. 93
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11. Next Steps 11.1. To achieve specified timescales, the SHIP 2023-2028, as detailed in Appendix 3, will be submitted to the Scottish Government by 28 October 2022 subject to approval by Committee. The Scottish Government’s Housing Supply Team (More Homes Division) will collate the South Lanarkshire SHIP into a national programme for Ministerial approval and thereafter the SLPA will be prepared for sign off by each local authority. 11.2. 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. 11.3. To enable the delivery of the SHIP, and contribute to national targets, additional reports will be presented to Housing and Technical Resources Committee seeking approval to build or purchase new homes across South Lanarkshire. 11.4. A report monitoring delivery of the Council programme will be presented to Housing Committee as part of the annual SHIP report. 12. Employee Implications 12.1. There are no employee implications arising from the information presented in this report. 13. Financial Implications 13.1. Any financial impact relating to the costs of delivering additional council housing will be detailed in reports presented to Housing and Technical Resources for consideration and approval. 13.2 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. 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. Provision of new affordable housing is one of the Council’s top risks and is included on the Resource Risk Register. 15.2. The new build specification for future projects will achieve higher energy standards reflecting enhanced building regulations and will therefore make a positive contribution to both the council’s sustainability, climate change and fuel poverty reduction targets. 15.3. The content of this report will contribute to the evidence to support the requirements of the Annual Assurance Statement. 94
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16. Equality Impact Assessment and Consultation Arrangements 16.1. The SHIP is a delivery plan for the council’s LHS which has been subject to an equalities impact assessment. 16.2. Consultation on the preparation of the SHIP has taken place with RSL partners, other Council Resources and the Scottish Government. Annette Finnan Interim Executive Director (Housing and Technical Resources) 20 September 2022 Link(s) to Council Values/Priorities/Outcomes ♦ Focused on people and their need Accountable, effective, efficient and transparent Fair, open and sustainable People - Put people first and reduce inequality Progress – we need to recover, progress and improve Planet – we need to work towards a sustainable future in sustainable places Communities and environment – caring, connected, sustainable communities Housing and land – good quality, suitable and sustainable places to live Our economy – thriving business, fair jobs and vibrant town centres Previous References South Lanarkshire Local Housing Strategy 2017-2022 South Lanarkshire Rapid Rehousing Transition Plan 2019-24 Strategic Housing Investment Plan 2022-2028 Housing and Technical Resources Committee Report, Sept 2021 List of Background Papers ♦ Scottish Government Guidance: Strategic Housing Investment Plan: Guidance Note MHDGN 2022/01 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Rosie Hart, Development and Private Sector Co-ordinator Ext:4588 (Phone: 01698 454588) E-mail: rosie.hart@southlanarkshire.gov.uk 95
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Appendix 1: Summary of SLPA completions by SLC and RSLs within South Lanarkshire 2021/22 Site Provider General Particular Needs/Amenity Total Auldkirk Road/Woodlands Crescent, Cambuslang SLC 42 6 48 Gilbertfield Road, Cambuslang SLC 45 12 57 Glengonnar Site, Larkhall SLC 16 4 20 Hamilton CGA Phase 1- Highstonehall Road Hamilton SLC 36 12 48 Hareton Place East Kilbride (EK CGA Pod 1D site A) SLC 0 24 24 Edinburgh Road, Biggar SLC 14 10 24 Law Primary School SLC 8 12 20 Roadmeetings, Carluke SLC 10 4 14 East Whitlawburn Regeneration Phase 2 SLC 34 0 34 Gas Works Uddingston SLC 10 10 20 Open Market Purchase SLC 53 0 53 Council Programme Sub Total 268 94 362 Percentage 74% 26% 100% Carlisle Road, Ferniegair Clyde Valley HA 9 18 27 Low Waters Road, Hamilton Clyde Valley HA 4 8 12 Hoover Site, Cambuslang Clyde Valley HA 11 6 17 Bothwellbank Farm, Bothwell Clyde Valley HA 17 8 25 Redwood Crescent, East Kilbride East Kilbride HA 22 0 22 Bridge Street, Cambuslang Link HA 54 32 86 RSL Programme Sub Total 117 72 189 Percentage 62% 38% 100% Council and RSL Combined Total 385 166 551 Percentage 70% 30% 100% 96
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Appendix 2: Home+ Programme Summary Table 1: Home+ Programme Site Area General Needs Particular Needs/ Amenity Total Units Year completion Baird Hill East Kilbride 14 14 28 2015/16 Belmont Drive East Kilbride 8 14 22 2016/17 Fernhill Road Rutherglen 36 34 70 2016/17 Old Mill Rd Uddingston 0 12 12 2017/18 Maxwellton Avenue East Kilbride 4 12 16 2017/18 Belstane Gate Carluke 22 0 22 2017/18 Almada Street Hamilton 10 0 10 2018/19 South Vennel Lanark 0 18 18 2018/19 Morven Avenue Blantyre 14 0 14 2018/19 Highstonehall Road Hamilton 20 4 24 2018/19 Heathery Knowe East Kilbride 4 12 16 2018/19 St Blanes PS Blantyre 10 10 20 2018/19 East Milton East Kilbride 0 30 30 2018/19 Kirkton Street Carluke 0 18 18 2019/20 St Leonards East Kilbride 36 24 60 2020/21 East Whitlawburn Ph1 Rutherglen 56 28 84 2020/21 Hamilton CGA Ph1 -Highstonehall Road Hamilton 36 12 48 2021/22 Hareton Place (EK CGA) East Kilbride 0 24 24 2021/22 Edinburgh Road, Biggar 14 10 24 2021/22 Law Primary School Law 8 12 20 2021/22 East Whitlawburn Ph2 Rutherglen 34 0 34 2021/22 Auldkirk Road/Woodlands Crescent, Cambuslang 42 6 48 2021/22 Gilbertfield Road, Cambuslang 45 12 57 2021/22 Glengonnar Site, Larkhall 16 4 20 2021/22 Roadmeetings, Law 10 4 14 2021/22 Gas Works Uddingston 10 10 20 2021/22 Carlisle Road Hamilton 12 0 12 2022/23 St Joseph’s PS Blantyre 19 26 45 2022/23 Benthall Farm, Shields Road East Kilbride 51 16 67 2022/23 Avon Road Larkhall 29 9 38 2022/23 East Whitlawburn, Ph3 Rutherglen 53 0 53 2022/23 Kirk Street Strathaven 12 8 20 2022/23 New build completions Total 625 383 1008 % 62% 38% 100% 97
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Table 2: Open Market Purchase to March 2022 Site Area General Needs Particular Needs/ Amenity Total Units Year completion Open Market Purchase All areas 12 1 13 2015/16 19 0 19 2016/17 31 1 32 2017/18 59 2 61 2018/19 60 0 60 2019/20 53 0 53 2020/21 53 0 53 2021/22 Open market Purchase Total 287 4 291 % 98% 2% 100% 98
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Housing and Technical Resources Strategic Housing Investment Plan for South Lanarkshire 2023 – 2028 October 2022 11 99
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Index Ref Item 1 Introduction 1.1 Purpose 1.2 Background 1.3 Impact of Covid-19, and construction price increases on the programme 1.4 SHIP 2023-2028 framework 1.5 Equalities 1.6 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 Second Homes 2.1.5 Empty Homes 2.1.6 Climate change and sustainable housing development 2.1.7 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 Home+ Programme 3.2 Registered Social Landlords (RSL) completions 3.3 Private Housing completions 3.4 Homelessness and Rapid Rehousing Transition Plan (RRTP) 2019 -2024 3.5 Wheelchair accessible housing targets 3.6 Gypsy/Travellers 3.7 Child Poverty 3.8 Strategic Commissioning Plan 2022-2025 4 SHIP 2023-2028 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 100
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Table 1: Development priorities Years 1 to 5 (2023-2028) Table 2: Housing Infrastructure Fund (HIF) Projects Table 3: Potential HIF affordable housing projects which may be delivered following HIF investment Table 4: Affordable housing projects funded or supported by sources other than RPA/AHSP budget Table 5.1: Council Tax on second and empty homes Table 5.2: Private developer contributions 101
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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 2023-2028 and builds on the progress that has been made towards meeting the target of 50,000 additional supply of affordable homes across all tenures which was set originally for March 2021, but which was extended to March 2022 to reflect the impact of the global Covid-19 pandemic. The SHIP identifies potential sites which will deliver strategic housing projects to deliver affordable housing across South Lanarkshire. The development of the SHIP 2023-2028 has been based on the Resource Planning Assumptions noted in section ‘4.3 Financial Resources’ along with consideration of the following mechanisms identified in the Scottish Government’s Infrastructure Investment Plan for Scotland 2022-2023 to 2027-2028. • Over £3.3 billion is 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 Accommodation Fund to provide more and better accommodation for Gypsy/Traveller communities. Building on its 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 Impact of Covid-19, and construction price increases on the programme The impact of the Covid-19 pandemic interrupted all sectors of society, affecting the construction and housing sectors’ ability to reach the national target for 50,000 affordable homes by March 2021. The target for completion of these homes was extended to 2021/22, as noted in the Scottish Government’s long term housing strategy Housing to 2040 published in March 2021. The council, local developing Registered Social Landlords (RSLs) and the Scottish Government continue to work closely to ensure that the South Lanarkshire affordable housing programme can be delivered as quickly and safely as possible. The Scottish Social Housing Tender Price Index measures the movement in construction costs of social housing in Scotland. The latest published quarterly briefing (June 2022) indicates tender prices for social housing in Scotland are rising steadily. In Q4 21/22 they were up 4.0% on the previous quarter and 8.3% on the same quarter a year earlier. Underlying construction costs of labour, materials and plant contributed to these rises. The 102
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council will continue to monitor these costs for future projects to ensure the council achieves best value for money. 1.4 SHIP 2023-2028 framework The SHIP has been produced by the Council’s Housing and Technical Resources in collaboration with Planning colleagues from Community and Enterprise Resources, and Health and Social Care Partnership (H&SCP), and in consultation with the Scottish Government’s More Homes Team, developing Registered Social Landlords (RSLs) and private developers. The plan 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 2022/01 (MHDGN). 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 to maintain a minimum three year forward programme. This process takes account of progress 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). The SHIP tables provide the basis for the development of the three-year rolling SLPAs between the Council and Scottish Government. 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. 1.5 Equalities The SHIP is a delivery plan for the Local Housing Strategy (LHS). An Equalities Impact Assessment (EQIA) completed for the current LHS (2017-2022) found the strategy would have a positive impact on the people of South Lanarkshire and there were no negative impacts on protected characteristic groups as identified in the Equality Act 2010. As part of South Lanarkshire Council’s approach to mainstreaming equalities, equalities principles were considered throughout the development of the LHS and informed the associated outcomes and priorities. The key principles included: • Accessing: providing services in ways that mean everyone can and does have the right to use them • Community: providing services that bring people together and make the most of individual needs and abilities • Informing: ensuring everyone has access to information in a format that suits their needs • Involving: talking to groups and individuals and using their views and opinions to shape the strategy • Promoting: ensuring individuals are treated fairly and given the opportunity to participate fully no matter their individual need • Understanding: raising awareness of diversity and ensuring people are treated with dignity and respect The next LHS covering the period 2022-2027 is under development and scheduled for publication in December 2022. As part of the development of this a full EQIA is being prepared and will be completed. This will ensure the strategy and other key documents it aligns with, including the SHIP, continue to positively impact on the people of South Lanarkshire. 103
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1.6 Strategic Environmental Assessment (SEA) The Council undertook a pre-screening in accordance with the Environmental Assessment (Scotland) Act, 2005, setting out its view that the SHIP will have no effect in relation to the environment. The Council made this decision because the SHIP sits under the hierarchy of the Council Plan, the Local Housing Strategy, and the Local Development Plan, all of which have undergone a full SEA. 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: 1. More homes in great places 2. Affordability and choice 3. Affordable warmth and zero emissions homes 4. 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. Of this figure 55,000 of these affordable homes are to be delivered by 2027. A further 55,000 homes to be delivered by 2032 including accelerating investment funding towards bringing existing homes into the programme, as well as building new homes. The SHIP sets out the capacity to deliver 2562 units in South Lanarkshire by 2028. 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 2023-2028 as appropriate. 2.1.2 Programme for Government In September 2021, the Scottish Government published its’ Programme for Government, reiterating the aim to deliver 110,000 affordable homes across Scotland by 2032 which are warm, safe and well connected. Experience of the Covid-19 pandemic has also highlighted the importance of considering the quality of the environment that people live in and creating conditions that promote healthier lifestyles. Investment Grant discussions concluded in October 2021 and revised benchmark figures have been published. These figures reflect increases in build costs since benchmark figures were first set. Registered Social Landlords can claim for increased monies for additional build standards such as net zero homes, home working stations etc. The revised baseline benchmark was set for local authorities at £71,500 (3-person equivalent), with the option to apply additional quality measure benchmarks where there was an increase to the specification of properties to include items such as space for work or study, fire suppression systems, zero emission heating systems amongst others, with could increase the figure to £84,800. Local authorities across Scotland are now working to the revised benchmark levels. Locally the council has based applications for grant funding under the new scheme on a financial assessment to confirm that the development will not have an adverse impact on the housing business plan or rent affordability for tenants. 104
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2.1.3 Housing supply targets 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. 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 to 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 Scottish Planning Policy and Scottish Government HNDA Guidance. As a consequence, HSTs may be higher or lower than the housing estimates calculated in the HNDA. The proposed targets for South Lanarkshire are detailed in Table A below. These will be confirmed following approval and publication of the LHS 2022-2027. Table A: Proposed 2022-2027 housing supply targets Tenure Per year Total Affordable 250-300 1,250-1,500 Market (private) 700-750 3,500-3,750 All 950-1050 4,750-5,250 2.1.4 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. Since 2005, local authorities have been granted discretionary powers to vary Council Tax discounts on long term empty and unfurnished dwellings. Additionally, income generated from the application of council tax to “second homes” is also used to support the provision of new-build affordable housing for rent to meet locally determined priorities. Table 5.1 of the SHIP sets out the resources generated through Council Tax and reused to support affordable housing delivery across the South Lanarkshire Council programme. 2.1.5 Empty Homes Since 2013, local authorities have been granted additional discretionary Council Tax variation powers on long term empty properties to help bring properties back into use. A local authority may set a council tax increase of 100% on certain properties which have been empty for one year or more. South Lanarkshire Council has applied a 100% levy on empty homes since 1 April 2019 and raised £496,000 in revenue from the levy during the financial year 2020/21. Recognising the importance of bringing empty homes back into use and the contribution this can make towards meeting housing need, during 2021 South Lanarkshire Council has a Strategy and Policy Officer (Empty Homes) to assist property owners in bringing their properties back into use. Referrals for this service are made internally and by the public who can report an empty property using an online form available on the council’s website. As of 31 July 2022, there is an active caseload of 104 properties which are currently being pursued. The council has set a target in the LHS of bringing 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 105
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owners in occupying, renting out, or selling their empty properties. An internal working group meets regularly, attended by officers from Building Standards, Environmental Services, Council Tax, HomeImprove Service and Legal Services to address issues presented by empty homes and to develop a partnership approach in bringing properties back into use. 2.1.6 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 as per Scottish Government’s higher Energy Efficiency Standards for Social Housing post 2020, (EESSH2). 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) also guides building owners and users, outlining steps to reduce greenhouse gas emissions from homes, workplaces, and community buildings, aiming to ensure poor energy performance does not lead to fuel poverty. 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 & 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 domestic properties across Scotland to the following Energy Performance Certificate (EPC) bandings: • Eligible social rented properties should achieve EPC Band B by 2032 • Eligible private rented properties should achieve EPC Band E by 2022*, Band D by 2025, Band C by 2030 • Eligible owner-occupied properties should achieve EPC Band C by 2040 *As a result of the Covid-19 pandemic, the requirement for achieving EPC Band E for private rented properties was delayed. Further details on this are expected to be published by the Scottish Government at a later date. 2.1.7 Community Plan 2022-2032 The 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 106
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• We will work in partnership to prevent and signficantly reduce homelessness, and im- prove 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 The Local Development Plan 2 (LDP2) was adopted in April 2021 and sets out the spatial framework for new housing development across South Lanarkshire. Local Development Plan 2 (LDP2) builds on the previous LDP aligning with the Scottish Planning Policy and Clydeplan Strategic Development Plan 2 (SDP2) in relation to ensuring a five-year effective housing land supply at all times for both private and public sectors. LDP2 contains a section on housing which considers aspects of private and public sector housing, and this is translated into policies dealing with housing land supply and affordable housing. These policies are aimed at ensuring a five-year supply of appropriate housing to meet a range of needs and demands. Key priorities include the continuation of the Council’s development of the Community Growth Areas linked to the City Deal project and the Council’s new house building programme. 2.2.2 Community growth areas land supply South Lanarkshire has identified 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 2022 Housing Land Audit. Table B: Community Growth Areas (CGAs) Community Growth Area No of Sites Capacity for development 2022-2027 Capacity for development post 2027 Total capacity across CGA Carluke 4 51 550 601 East Kilbride 31 1694 423 2117 Ferniegair/Larkhall 6 162 1100 1262 Hamilton 14 740 766 1506 Newton 6 266 348 614 Total 61 2913 3187 6100 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 next 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 now aligns with priorities of people, progress and planet contained within the South Lanarkshire Community Plan. Following the structure of the LHS 2017-2022, the draft strategy contains eight outcomes to improve the access to, and quality of, affordable housing in South Lanarkshire: 107
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1. Increase overall housing supply and improve access to and choice of housing options that suit people’s needs which they can afford and sustain 2. Private landlords and tenants are supported to ensure renting remains a sustainable housing option that meets all required standards 3. Housing quality and energy efficiency are improved, with advice and support provided to building owners and tenants to help them achieve the required standards 4. More homes are heated through decarbonised sources and renewable energy supply opportunities are explored 5. People with particular needs are better supported to live independently within the community in a suitable, sustainable home 6. Prevent homelessness occurring and significantly reduce homelessness 7. 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 8. Housing sustainability is improved in priority areas and settlements and people are encouraged to be part of their local community 2.2.4 Housing Need and Demand Assessment (HNDA) HNDA3 sets out a broad, long-term estimate of the number of additional housing units that may be required to meet the existing and future housing need and demand between 2022 and 2040. The HNDA takes account of projected population change including an ageing population, changing household composition patterns, and inward migration and estimates a need for an additional 9,258 to 10,650 dwellings across South Lanarkshire by 2040. Housing Supply Targets within the LHS (as outlined at 2.1.3) consider HNDA3 analysis which continues to show the need for affordable housing to meet need across all four Housing Market Areas in South Lanarkshire. 3. Meeting housing need and improving quality of life Aligning to the relevant national and local housing strategies and policies, the key focus when allocating affordable social rented housing is to respond to local needs and demands by ensuring that: • those assessed as being in most need are prioritised for housing • best use is made of available housing stock within South Lanarkshire • the allocation of housing contributes towards the achievement of balanced and sustainable communities The majority (91%) of South Lanarkshire’s social rented stock 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 Home+ Programme The Home+ Programme set a target to deliver 1,000 additional new houses for the council. This target is to be achieved during 2022/23. 38% of the Council’s new build supply addresses the needs of older people and those with particular needs. This meets the requirements identified in the current LHS and is consistent with the population and household projections of an ageing population in South Lanarkshire. The council’s new build supply aims to meet the Housing for Varying Needs (HfVN) standards featuring barrier free internal spaces, energy efficient and high-quality standards. The general needs category 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 108
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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/amenity category comprise semi-detached bungalows, cottage flats and lift access flats for older and ambulant disabled people. Wheelchair user homes have been specifically adapted to suit the particular needs of a household and are 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. RSLs have delivered a total of 1,247 social rented homes 3.3 Private Housing completions Private housing developments have progressed at a good pace, with a total of 3256 completions during the three-year period from 2020, with 937 of these in the community growth areas (based on draft 2022 figures). 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. 1. Preventing homelessness occurring and significantly reduce homelessness 2. Significantly reduce time spend by households in temporary accommodation and minimise moves before moving to a settled home 3. Improve and increase the provision of housing support for households to live independently within communities 4. Expand the scope and capacity of our Housing First approach to be the first response for households with multiple complex needs 5. Enhance integration of partnership working and imbed RRTP through a whole systems approach The Open 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 third annual review of the RRTP was approved by Housing and Technical Resources Committee in June 2022. The review confirmed that good progress had been made against the action plan to date. 3.5 Wheelchair accessible housing targets Scottish Government guidance MHDN 2019/02 recommends setting wheelchair housing targets within the LHS to support the delivery of more wheelchair accessible housing. This is a key housing action in ‘A Fairer Scotland for Disabled People’ delivery plan. Adaptations to existing and new supply of social housing contribute to increasing the supply of fully wheelchair accessible 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 109
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accessible 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 accessible housing supply. As per the LHS Guidance (2019) a target for the proportion of new-build properties across all housing tenures was set at 8%. This will be kept under review as part of the LHS annual review process, analysis of demand and discussions with partners and developers. 3.6 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 operating at full occupancy. It is proposed the LHS 2022-2027 will build 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 continue to implement improvement projects from the two masterplans, developed in conjunction with current site residents. 3.7 Child poverty The fourth South Lanarkshire Local Child Poverty Action Report (LCPAR) was approved by the Community Planning Partnership Board in September 2022 and continues to focus on tackling the three main drivers of child poverty: income from employment; costs of living; income from social security and benefits in kind. Within the ‘reducing the cost of living’ section of the report, there are a range of actions relating to the supply of good quality, affordable housing, including: • Reducing the costs of housing for families including energy costs; • Investment to increase new affordable housing supply; • Preventing and reducing homelessness for households, including families with children and young people. In terms of new affordable housing, a key objective of the design principles is to help reduce the cost of living. A primary factor is location, ensuring housing developments are close to amenities helping to minimise transport costs as most facilities will be within walking distance. By building all new council homes to the Silver Greener Standard, tenants will also benefit from reduced energy costs. 3.8 Strategic Commissioning Plan 2022-2025 The Public Bodies (Joint Working) (Scotland) Act 2014 established requirements for the integration of health and social care services for adults across Scotland. The local Integration Authority, ‘South Lanarkshire Health and Social Care Partnership’ assumed responsibility for delegated functions on 1 April 2016 and has published its third Strategic Commissioning Plan (2022-25). Key themes of the Strategic Commissioning Plan include promoting sustainable and housing and contributing to homelessness prevention and reduction. The Local Housing Strategy (LHS) is very closely aligned to the plan with a specific Housing Contribution Statement setting out how partners and services will help people to remain healthy and well and support them to live independently within their own homes. The Strategic Commissioning Plan and the LHS also work together to contribute to wider social and economic community planning priorities and goals, including tackling inequalities and supporting more vulnerable people to achieve better outcomes and quality of life. 110
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4. SHIP 2023-2028 delivery 4.1 SHIP tables and development priorities The tables set out 72 sites with an estimated total capacity for the delivery of up to 2562 additional affordable homes over the five-year period to March 2028. 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 Hamilton East Kilbride Rutherglen/ Cambuslang OMP (various areas) South Lanarkshire 332 810 807 313 300 2562 14% 36% 36% 14% n/a 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 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 111
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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 Home+ Programme come from contributions made by the Housing Revenue Account (HRA) through 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 open 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 Scottish Government has published Resource Planning Assumptions for councils across Scotland covering the five year period from 2021/22 to 2025/26. The total published RPA issued to South Lanarkshire for this period is £156.084. The SHIP has been prepared taking account of the estimated RPA of £152.3m for planning purposes, for the future period from April 2023 to March 2028. In accordance with the guidance, for planning purposes, councils are asked to over-programme by a factor of 25% per year to allow for slippage in the programme. Table E below summarises the RPA projected between 2023 to 2028: 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) 2023/24 £30.074 £37.592 2024/25 £30.180 £37.725 2025/26 £30.680 £38.350 2026/27 £30.680** £38.350 2027/28 £30.680** £38.350 Total £152.30 £190.37 * RPA + 25% slippage factor applied ** Projections subject to confirmation of funding for future years. 4.4 South Lanarkshire Council contributions The Council’s key funding sources include: • Prudential borrowing by the HRA of over £26.452 million was approved in 2022/23 budget • Council Tax on second homes and empty homes generated £496,000 in 2021/22 112
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4.5 Private developer contributions To comply with the SLC Affordable Housing Policy private developers are required to contribute 25% of all sites (with capacity of 20 units or more) available for affordable housing. The Council’s Local Development Plan Policy 13 ‘Affordable Housing and Housing Choice’ and the associated Supplementary Guidance for Affordable Housing and Community Infrastructure Assessment are used to inform local negotiations on developer contributions to meet affordable housing requirements. SHIP Table 5.2 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 SratSupAdm@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 113
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Table 1 – SHIP 2023-2028 No Project Housing Market Area Developer Post code Priority Social rent Other affordable tenures Total Units Greener Standard Estimated approval date Year 1 23/24 (£m) Year 2 24/25 (£m) Year 3 25/26 (£m) Year 4 26/27 (£m) Year 5 27/28 (£m) Total (£m)GN SN IMR NSSE 1 Stroud Road, East Kilbride East Kilbride Cairn HA Ltd G75 0HQ Medium 32 0 0 0 32 Yes 06/09/2023 0.000 2.976 0.000 0.000 0.000 2.976 2 Hoover Site Phase 2 Cambuslang/Rutherglen Clyde Valley HA Ltd G72 7 EB Medium 15 2 0 0 17 Yes 01/04/2024 0.000 1.326 0.000 0.000 0.000 1.326 3 Braxfield Road/Hyndford Road, Lanark Clydesdale Clyde Valley HA Ltd ML11 9AB High 15 24 0 0 39 Yes 03/05/2022 0.000 0.000 0.000 0.000 0.000 0.000 4 Woodend Road, Carluke Clydesdale Clyde Valley HA Ltd ML8 4EF Medium 12 12 0 0 24 Yes 01/04/2022 0.000 1.000 1.000 0.000 0.000 2.000 5 Vogue Cinema, Lanark Clydesdale Clyde Valley HA Ltd ML11 7JS Low 6 3 0 0 9 Yes 01/08/2023 0.000 0.500 0.500 0.000 0.000 1.000 6 Mavor Avenue Phase 4, East Kilbride East Kilbride Clyde Valley HA Ltd G74 4XT Medium 12 12 0 0 24 Yes 01/04/2024 0.000 1.872 0.000 0.000 0.000 1.872 7 Thornton Farm, East Kilbride East Kilbride Clyde Valley HA Ltd G74 5AL Low 19 2 0 0 21 Yes 01/05/2023 0.000 1.638 0.000 0.000 0.000 1.638 8 Alness Street Hamilton Clyde Valley HA Ltd ML3 6RS Low 14 12 0 0 26 Yes 01/04/2026 0.000 0.000 1.000 1.028 1.000 3.028 9 Bothwell Road Hamilton Hamilton Clyde Valley HA Ltd ML3 0AS Medium 20 20 0 0 40 Yes 01/04/2023 0.500 1.000 1.000 0.000 0.000 2.500 10 Cadzow Gait Phase 5 Hamilton Clyde Valley HA Ltd ML3 7GX Medium 8 8 0 0 16 Yes 01/04/2024 0.000 1.248 0.000 0.000 0.000 1.248 11 Hamilton Vogue, Keith Street, Hamilton Hamilton Clyde Valley HA Ltd ML3 7BL High 6 12 0 0 18 Yes 01/04/2023 1.868 0.000 0.000 0.000 0.000 1.868 12 Torhead Farm Hamilton Clyde Valley HA Ltd ML3 8SZ Low 55 2 0 0 57 Yes 01/03/2027 0.000 0.000 0.000 2.000 2.446 4.446 13 Market Road, Biggar Clydesdale Clydesdale HA ML12 6FX High 16 4 0 0 20 Yes 05/06/2023 1.250 0.000 0.000 0.000 0.000 1.250 14 Alberta Avenue East Kilbride East Kilbride HA G75 8NH Medium 20 10 0 0 30 Yes 17/08/2022 0.000 0.500 2.200 0.000 0.000 2.700 15 Bosfield Corner East Kilbride East Kilbride HA G74 4AZ High 0 18 0 0 18 Yes 18/08/2022 0.000 0.300 1.140 0.000 0.000 1.440 16 Carnegie Hill East Kilbride East Kilbride HA G75 0AE Low 0 16 0 0 16 Yes 01/04/2025 0.000 0.000 0.000 0.000 1.000 1.000 17 Hunter Primary School, Cornfoot Crescent East Kilbride East Kilbride HA G74 3YB Low 36 4 0 0 40 Yes 31/03/2024 0.000 0.000 0.000 0.750 0.000 0.750 18 Auldhouse Road, Langlands East Kilbride East Kilbride HA G75 0SG Medium 26 4 0 0 30 Yes 01/04/2023 0.600 1.800 1.800 0.000 0.000 4.200 19 Jackton Road East Kilbride East Kilbride HA G75 8RW Low 18 6 0 0 24 yes 29/03/2025 0.000 0.000 0.000 2.800 1.000 3.800 20 Goremire Road, Carluke Clydesdale Link Group ML8 4PF High 74 7 0 0 81 Yes 01/12/2022 9.000 2.714 0.000 0.000 0.000 11.714 21 Auldhouse Road, Langlands East Kilbride Link Group G75 0SG Medium 198 22 0 0 220 Yes 01/04/2023 11.240 7.480 0.000 0.000 0.000 18.720 22 Dunkeld Place, Hamilton Hamilton Link Group ML3 9PY Medium 22 2 0 0 24 Yes 01/03/2025 0.000 0.200 3.706 0.000 0.000 3.906 23 Grier Place, Larkhall Hamilton Link Group ML9 1AN High 44 4 0 0 48 Yes 01/05/2023 4.900 2.277 0.000 0.000 0.000 7.177 24 Wellhall Road, Hamilton Hamilton Link Group ML3 9TA High 52 7 0 0 59 Yes 30/06/2023 2.786 2.500 0.000 0.000 0.000 5.286 25 Braidwood House, Braidwood Road, Carluke Clydesdale RSL ML8 5NU Low 30 0 0 0 30 Yes 01/02/2023 0.000 0.000 1.500 2.500 3.000 7.000 26 Avon Street, Larkhall Hamilton RSL ML9 1AT Low 23 2 0 0 25 Yes 01/04/2026 0.000 0.000 0.000 2.120 0.000 2.120 27 New Road, Halfway Cambuslang/Rutherglen Rutherglen/ Cambuslang HA Ltd G72 7PU High 35 8 0 0 43 Yes 31/01/2023 4.800 0.000 0.000 0.000 0.000 4.800 28 Former Greenhills Sports Centre, Stroud Road, East Kilbride East Kilbride Sanctuary Scotland HA G75 0YA High 25 3 0 0 28 Yes 01/04/2021 0.000 0.000 0.000 0.000 0.000 0.000 29 Bouverie Street, Rutherglen Cambuslang/Rutherglen SLC/RSL G73 3RX Medium 46 4 0 0 50 Yes 01/04/2024 0.000 4.240 0.000 0.000 0.000 4.240 30 Sheildaig Drive, Rutherglen Cambuslang/Rutherglen SLC/RSL G73 4DN Low 22 3 0 0 25 Yes 01/04/2026 0.000 0.000 0.000 2.120 0.000 2.120 31 Douglas Street, Hamilton Hamilton SLC/RSL ML3 0PB High 9 12 0 0 21 Yes 01/04/2023 1.781 0.000 0.000 0.000 0.000 1.781 32 Millheugh Brae Glengowan Larkhall Hamilton SLC/RSL Medium 25 8 0 0 33 Yes 01/04/2025 0.000 0.000 1.399 1.399 0.000 2.798 33 Cairnswell Avenue, Cairns Ph 3 Cambuslang/Rutherglen South Lanarkshire Council G72 8SA High 34 10 0 0 44 Yes 30/12/2022 1.867 1.867 0.000 0.000 0.000 3.734 34 Central Site,Cambuslang Cambuslang/Rutherglen South Lanarkshire Council G72 Low 10 2 0 0 12 Yes 01/05/2025 0.000 0.000 1.018 0.000 0.000 1.018 35 Central Site, Rutherglen Cambuslang/Rutherglen South Lanarkshire Council G72 Low 10 2 0 0 12 Yes 01/05/2026 0.000 0.000 0.000 1.018 0.000 1.018 36 Fernbrae Avenue/Ryan Way, Rutherglen Cambuslang/Rutherglen South Lanarkshire Council G73 4AH Low 12 0 0 0 12 Yes 01/04/2025 0.000 0.000 1.018 0.000 0.000 1.018 37 Former Speyside Distillery Site, Duchess Road, Rutherglen Cambuslang/Rutherglen South Lanarkshire Council G73 1AU Medium 26 20 0 0 46 Yes 01/04/2025 0.000 0.000 3.901 0.000 0.000 3.901 38 Delves Road, Lanark Clydesdale South Lanarkshire Council ML11 9DU Low 0 12 0 0 12 Yes 01/04/2024 0.000 0.000 0.000 1.018 0.000 1.018 114
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No Project Housing Market Area Developer Post code Priority Social rent Other affordable tenures Total Units Greener Standard Estimated approval date Year 1 23/24 (£m) Year 2 24/25 (£m) Year 3 25/26 (£m) Year 4 26/27 (£m) Year 5 27/28 (£m) Total (£m)GN SN IMR NSSE 39 Thornton Farm, East Kilbride East Kilbride South Lanarkshire Council G74 5BD Low 20 4 0 0 24 Yes 01/04/2026 0.000 0.000 0.000 2.035 0.000 2.035 40 Central East Kilbride site East Kilbride South Lanarkshire Council G74 1AB Low 10 2 0 0 12 Yes 01/04/2024 0.000 0.000 0.708 1.018 0.000 1.726 41 Eaglesham Road, East Klibride East Kilbride South Lanarkshire Council G75 8RW High 36 6 0 0 42 Yes 31/08/2023 0.000 3.562 0.000 0.000 0.000 3.562 42 East Overton Farm, Strathaven East Kilbride South Lanarkshire Council ML10 6SZ Medium 22 2 0 0 24 Yes 03/04/2023 0.000 2.035 0.000 0.000 0.000 2.035 43 EK CGA (Site B - Jacktonhall) East Kilbride South Lanarkshire Council G75 8RW High 36 4 0 0 40 Yes 31/08/2023 0.000 3.392 0.000 0.000 0.000 3.392 44 EK CGA (site C) East Kilbride South Lanarkshire Council G75 8RR Low 24 20 0 0 44 Yes 28/04/2025 0.000 0.000 3.731 0.000 0.000 3.731 45 EK CGA (Site D) East Kilbride South Lanarkshire Council G75 8RW Low 33 3 0 0 36 Yes 31/03/2024 0.000 0.000 3.053 0.000 0.000 3.053 46 EK CGA (Site E) East Kilbride South Lanarkshire Council G75 8RW High 45 11 0 0 56 Yes 31/03/2023 0.000 4.749 0.000 0.000 0.000 4.749 47 EK CGA (site F - Newsland Road) East Kilbride South Lanarkshire Council G75 8RR High 34 12 0 0 46 Yes 01/04/2023 0.000 3.901 0.000 0.000 0.000 3.901 48 Avon Road, Larkhall Hamilton South Lanarkshire Council ML9 1EL High 32 6 0 0 38 Yes 15/08/2022 0.000 0.000 0.000 0.000 0.000 0.000 49 Brackenhill Farm, Hamilton Hamilton South Lanarkshire Council ML3 8LU High 47 2 0 0 49 Yes 23/02/2023 4.155 0.000 0.000 0.000 0.000 4.155 50 Carlisle Road (Former ELU) Hamilton South Lanarkshire Council ML3 7BZ Medium 0 20 0 0 20 Yes 31/03/2024 0.000 0.841 0.841 0.000 0.000 1.682 51 Central Site Hamilton Hamilton South Lanarkshire Council ML3 0AA Medium 10 2 0 0 12 Yes 31/03/2024 0.000 1.017 0.000 0.000 0.000 1.017 52 Former Philips Factory, Wellhall Road, Hamilton Hamilton South Lanarkshire Council ML3 8PA High 34 6 0 0 40 Yes 15/09/2022 1.976 0.000 0.000 0.000 0.000 1.976 53 Brackenhill Farm Hamilton CGA site Hamilton South Lanarkshire Council ML3 8LU Medium 46 4 0 0 50 Yes 30/09/2023 2.120 2.120 0.000 0.000 0.000 4.240 54 Hamilton Green, Hamilton Hamilton South Lanarkshire Council ML3 0JB High 57 32 0 0 89 Yes 30/11/2022 0.000 3.774 3.773 0.000 0.000 7.547 55 Larkhall Academy Site Hamilton South Lanarkshire Council ML9 1QN High 54 0 0 0 54 Yes 01/04/2023 2.290 2.290 0.000 0.000 0.000 4.580 56 Larkhall CGA Hamilton South Lanarkshire Council ML9 2UH Medium 18 2 0 0 20 Yes 31/03/2024 0.000 1.670 0.000 0.000 0.000 1.670 57 Main Street Blantyre Hamilton South Lanarkshire Council G72 0EZ High 10 2 0 0 12 Yes 01/08/2023 1.017 0.000 0.000 0.000 0.000 1.017 58 Mill Road, Hamilton Hamilton South Lanarkshire Council ML3 8AA High 6 0 0 0 6 Yes 30/11/2022 0.509 0.000 0.000 0.000 0.000 0.509 59 Morris Street Hamilton Hamilton South Lanarkshire Council ML3 6SJ High 0 6 0 0 6 Yes 30/11/2022 0.509 0.000 0.000 0.000 0.000 0.509 60 Raploch Street, Larkhall Hamilton South Lanarkshire Council ML9 1AJ High 13 2 0 0 15 Yes 01/08/2023 1.272 0.000 0.000 0.000 0.000 1.272 61 Shawlands Crescent, Larkhall Hamilton South Lanarkshire Council ML9 2PH Low 2 0 0 0 2 Yes 31/03/2026 0.000 0.000 0.000 0.169 0.000 0.169 62 Open Market Purchase (2023/24) South Lanarkshire South Lanarkshire Council ML3 0AA High 60 0 0 0 60 No 01/04/2023 2.100 0.000 0.000 0.000 0.000 2.100 63 Open Market Purchase (2024/25) South Lanarkshire South Lanarkshire Council ML3 0AA High 60 0 0 0 60 No 01/04/2024 0.000 2.100 0.000 0.000 0.000 2.100 64 Open Market Purchase (2025/26) South Lanarkshire South Lanarkshire Council ML3 0AA High 60 0 0 0 60 No 01/04/2025 0.000 0.000 2.100 0.000 0.000 2.100 65 Open Market Purchase (2026/27) South Lanarkshire South Lanarkshire Council ML3 0AA Medium 60 0 0 0 60 No 01/04/2026 0.000 0.000 0.000 2.100 0.000 2.100 66 Open Market Purchase (2027/2028) South Lanarkshire South Lanarkshire Council ML3 0AA Medium 60 0 0 0 60 No 01/04/2027 0.000 0.000 0.000 0.000 2.100 2.100 115
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No Project Housing Market Area Developer Post code Priority Social rent Other affordable tenures Total Units Greener Standard Estimated approval date Year 1 23/24 (£m) Year 2 24/25 (£m) Year 3 25/26 (£m) Year 4 26/27 (£m) Year 5 27/28 (£m) Total (£m) GN SN IMR NSSE 67 Fernbrae Avenue/ Burnside Road Rutherglen Cambuslang/Rutherglen South Lanarkshire Council G73 4AE Medium 48 4 0 0 52 Yes 01/04/2023 0.000 2.205 2.205 0.000 0.000 4.410 68 Old St Mary's Hospital Clydesdale Trust HA ML11 7JU Medium 72 6 0 0 78 Yes 01/04/2024 0.000 4.091 3.072 1.019 0.000 8.182 69 Ladyacre Road, Lanark Clydesdale West of Scotland HA ML11 7JS High 35 4 0 0 39 Yes 27/01/2023 1.000 2.777 0.000 0.000 0.000 3.777 70 Provost Gate, Larkhall Hamilton West of Scotland HA ML9 1DN High 12 0 0 0 12 Yes 31/02/2023 1.199 0.000 0.000 0.000 0.000 1.199 71 Raploch Street, Larkhall Hamilton West of Scotland HA ML9 1AE High 14 1 0 0 15 Yes 31/01/2023 1.156 0.000 0.000 0.000 0.000 1.156 72 St Andrew's Church John St/Haddow St, Hamilton Phase 2 Hamilton West of Scotland HA ML3 7EU High 3 0 0 0 3 Yes 29/03/2022 0.000 0.000 0.000 0.000 0.000 0.000 Overall total 2100 462 0 0 2562 59.895 75.962 40.665 23.094 10.546 210.162 SLC total 1173 216 0 0 1389 20.014 42.391 26.819 9.776 2.100 101.100 RSL total 927 246 0 0 1173 39.881 33.571 13.846 13.318 8.446 109.062 Table 2.1 - Housing infrastructure fund (hif) grant projects Affordable housing units directly provided by infrastructure funding – by estimated completion date Market housing units directly provided by infra- structure funding – by estimated completion date Hif grant funding required Project Appli- cant Current site owner Brief description of works for which infra- structure funding is sought (provide work headings – do not insert “infrastructure works”) Is project linked to direct provision of affordable housing? 23/24 24/25 25/26 Post 26/27 Affordable total over period 23/24 24/25 25/26 Post 26/27 Market total over plan over ship period 23/24 24/25 25/26 Post 26/27 Total hif grant fund- ing required NIL return Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Table 2.2 - Housing infrastructure fund (hif) loan projects Affordable housing units directly provided by infrastructure funding – by estimated completion date Market housing units directly provided by infra- structure funding – by estimated completion date Hif loan funding required Project Appli- cant Current site owner Brief description of works for which infra- structure funding is sought (provide work headings – do not insert “infrastructure works”) Is projec– linked to direct provision of affordable housing? 23/24 24/25 25/26 Post 26/27 Affordable total over period 23/24 24/25 25/26 Post 26/27 Market total over plan over ship period 23/24 24/25 25/26 Post 26/27 Total hif loan funding required NIL return Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 116
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Table 3 - Potential Hif affordable Units - tenure Units - type Greener stand- ards Ap- proval date Unit site starts Units - completions SG AHSP funding requirement (£0.000m) Pro- ject Sub- area Devel- oper So- cial rent Mid mar- ket rent LCHO Im- prove- ment for sale Total units GN Spe- cialist Provi- sion Type of spe- cialist partic- ular need (if known) Total units by type Enter Y or N Finan- cial year (esti- mated or ac- tual) 23/24 24/25 25/26 Post 26/27 Total site starts over pe- riod of SHIP 23/24 24/25 25/26 Post 26/27 Total comple- tions over SHIP period 23/24 24/25 25/26 Post 26/27 Total AHSP fund- ing re- quired over SHIP period NIL return Table 4 - Affordable housing projects funded or supported by sources other than the RPA/TMDF budget Approval date Total site starts Unit completions Total unit comple- tions Non SG funding total Other non- AHSP SG fund- ing (if applica- ble) Total funding Project address Sub-area Developer Funding support source Finan- cial Year (actual or esti- mated) 2023/24 2024/25 2025/26 2026/27 2027/28 2023/24 2024/25 2025/26 2026/27 2027/28 £0.000m £0.000m £0.000m NIL return 0 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 0 Table 5.1 - Council tax on second and empty homes (£0.000m) Year Tax raised or in hand Tax used to sup- port 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 0 117
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Table 5.2 - Developer contributions (£0.000m) Year Sum raised or in hand Sum used to assist housing Sum carried forward to subsequent years Affordable units fully funded from contributions 2017/18 £0.71 £0.45 £0.30 n/a 2018/19 £1.19 £0.71 £0.48 n/a 2019/20 £2.54 £1.66 £0.88 n/a 2020/21 £1.44 £0.44 £1.06 139 2021/22 £2.40 £1.34 £1.06 tbc 118
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 5 October 2022 Report by: Interim Executive Director (Housing and Technical Resources) Subject: Housing Services Customer Involvement Strategy 2018- 2022 Annual Review 2021/2022 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on the completion of the fourth annual review of Housing Services Customer Involvement Strategy 2018-2022 provide details on the proposals to develop a next Housing Services Customer Involvement Strategy during 2022/2023 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the Housing Services Customer Involvement Strategy 2018-2022 Annual Review 2021/2022, as detailed within Appendix 1, be noted; and (2) that the proposed timeline for development of the next Housing Services Customer Involvement Strategy, be approved. [1recs] 3. Background 3.1. Housing Services Customer Involvement Strategy 2018-2022 was approved by Housing and Technical Resources Committee in May 2018. 3.2. This is the fourth Customer Involvement Strategy developed in partnership with the Tenant Participation Co-ordination Group (TPCG). The strategy outlines how Housing Services will continue to engage with and involve customers in developing and shaping housing services. The Strategy was produced in accordance with the requirements of the Housing (Scotland) Act 2001 and reflects the principles of both the Community Empowerment (Scotland) Act 2015 and the National Standards for Community Engagement. 3.3. The Strategy is structured around four distinct strategic outcomes:- ♦ Customers are informed and knowledgeable ♦ More customers are involved ♦ Customers help to drive continuous service improvement ♦ Customers help to shape change and make a difference 3.4. A total of 23 objectives and associated actions are contained within the Strategy. These outline how Housing Services and its partners will work to achieve each of the four outcomes. 12 121
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3.5. As detailed throughout the annual review, a range of actions have not been able to be progressed as intended due to the impact of the COVID-19 pandemic and associated restrictions. As such, TPCG members proposed that the Strategy continue in its current form to enable commencement or completion of these actions throughout 2022/2023, with a new strategy developed and submitted to Housing and Technical Resources Committee for approval in 2023/2024. 4. Annual Review 2021/2022 4.1. The review covers the period between 1 April 2021 and 31 March 2022 and was completed by officers from Housing and Technical Resources, in partnership with customer representatives from the TPCG, supported by the South Lanarkshire Tenant Development Support Project (SLTDSP). 4.2. In summary, the review highlights that good progress has been made in relation to 16 of the 23 objectives contained across the four strategic outcomes. This includes progress in relation to the following areas:- • the Budget Scrutiny Group led a significant programme of engagement in the 2022/23 rent setting process through use of virtual platforms and an online survey. Although it was not possible to host physical public events to promote the survey, 1,133 surveys were completed • customers participated in the review of the Anti-Social Behaviour Policy and provided feedback via a consultation questionnaire, online meetings and social media • significant progress continues in relation to engagement with Gypsy/Traveller residents at both Shawlands Crescent and Springbank Park. In recognition of this positive approach, the Council and community members were awarded the COSLA excellence award for ‘Excellent People, Excellent Outcomes’ and the UK-wide ‘Innovation in Building Diversity and Inclusion’ award by Municipal Journal Awards • improvement in the ability for customers to engage with the Council including the development of capacity for digital engagement/connectivity with:- ➢ 79 devices provided to homeless households across South Lanarkshire. This consisted of 55 from ‘Bringing IT Home’ (funded through the Rapid Rehousing Transition Plan) and 24 from the national ‘Connecting Scotland’ programme ➢ 40 devices provided to sheltered housing tenants and 10 for sheltered housing communal spaces from the ‘Connecting Scotland’ programme, tackling social isolation and helping residents access on-line services ➢ through funding provided by the Council and Scottish Procurement Alliance, the Council installed free-to-access Wi-fi at both Gypsy/Traveller sites. This aims to support residents to access education and employment resources, as well as tackle digital exclusion and social isolation issues that exist within the wider Gypsy/Traveller community 122
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• to ensure clarity of language in communications, the Customer Publicity Group reviewed and identified changes to the Anti-social Behaviour Policy, Housing News publications and rent letters • the Mystery Shopping exercise on the virtual call handling approach in relation to housing options and housing management was completed on 31 March 2022. The effectiveness and ease of use of the call handling approach was confirmed as 97% of participants reported the process as being streamlined and easier to follow • additional tenant scrutineers have now joined the Customer Scrutiny Group • for the thirteenth consecutive year, an annual programme for customer engagement and involvement was agreed with customers 4.3. There were seven objectives categorised as ‘to be reported later’, where progress was unable to be made during the year. The actions associated with four of the objectives were unable to be progressed due to the continuing impact of COVID-19 restrictions, which prevented face to face contact, the main way of engaging with specific customer groups, who had limited or no means to engage virtually. 4.4. Due to education priorities a Young Persons Housing Forum was unable to be established therefore this action will continue to be progressed. 4.5. Two customer engagement objectives relating to the implementation of the new integrated IT system will also be reported later. Discussion has commenced with the TPCG in relation to the new system and this will continue in line with the revised implementation timeline. 4.6. A phased approach of hybrid meetings with the TPCG and other customer groups has now been established with the first meeting of the TPCG held on Tuesday 9 August 2022. 4.7. In addition to monitoring progress against the strategic outcomes of the Strategy, the review also provided an opportunity to re-examine the Strategy in general to ensure that outcomes, objectives and actions remain appropriate and relevant. In carrying out the review it was identified that there was no requirement for any amendments to be made to the Strategy. 4.8. The full review document and associated Action Plan can be found in Appendix 1. 5. Priorities and Considerations for 2022/2023 5.1. As part of the review, customer representatives within the Tenant Participation Co- ordination Group highlighted the priorities they wish to see progressed by Housing Services in 2022/2023, this includes:- • co-develop the next Customer Involvement Strategy • further develop communication with new tenants promoting customer involvement • develop and improve engagement opportunities for young people • publish calendar with activities and events such as details of budget setting consultation and scrutiny activities 123
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5.2. Officers will continue to work with customer representatives and other services and partners to progress these priorities throughout 2022/23. In addition, consideration will be given as to how the current approach to and methods of engagement can be developed as part of the next strategy, revised and improved to meet the continually evolving requirements of housing and homelessness customers. 6. Proposed revisions to the Customer Involvement Strategy Action Plan 6.1. The are no proposed revisions to the current Strategy with opportunities for customer engagement continuing to be promoted and encouraged across all housing and homelessness services. 7. Next Steps 7.1. The outcomes from the Customer Involvement Strategy Annual Review 2021/2022 will be shared with relevant stakeholders. 7.2. The priority areas detailed at 5.1 will be progressed by the relevant services. 7.3. A new Housing Services Customer Involvement Strategy will be developed in conjunction with customer representatives throughout 2022/2023, with a proposed submission date to Housing and Technical Resources Committee in 2023/2024. 8. Employee Implications 8.1. There are no employee implications associated with this report. 9. Financial Implications 9.1. There are no financial implications associated with this report. 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. There are no additional risks associated with this report. 11.2. The content of this report will contribute to the evidence to support the requirements of the Annual Assurance Statement. 12. Impact Assessments and Consultation arrangements 12.1. An equalities impact assessment was completed for the Housing Services Customer Involvement Strategy 2018-2022. Annette Finnan Interim Executive Director (Housing and Technical Resources) 9 September 2022 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable 124
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List of Background Papers South Lanarkshire Council, Housing Services Customer Involvement Strategy 2018- 2022 Contact for Further Information If you would like further information, please contact:- Annette Finnan, Interim Executive Director, Housing and Technical Resources e-mail: Annette.finnan@southlanarkshire.gov.uk 125
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Appendix One Housing Services Customer Involvement Strategy 2018-2022 Annual Review 2021/22 126
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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 Contents 1. Introduction 2. Summary of progress 3. Amendments and additions 4. Independent advice and support 5. Next Customer Involvement Strategy 6. Resourcing Customer Involvement 7. Key priorities for 2022/23 8. Reporting Action Plan 2021/22 Update South Lanarkshire Customer Scrutiny Programme 127
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1. Introduction 1.1 South Lanarkshire Council’s Housing Services Customer Involvement Strategy 2018-22 was approved by Housing and Technical Resources Committee in May 2018. 1.2 This is the fourth annual review of the strategy and aims to summarise the progress that has been made between 1 April 2021 and 31 March 2022, whilst also outlining challenges or changes that have occurred during this period. The review was carried out in conjunction with customer representatives from the Tenant Participation Co- ordination Group (TPCG) and supported by the South Lanarkshire Tenant Development Support Project (SLTDSP). 1.3 The strategy is focused upon four strategic outcomes: • Customers are informed and knowledgeable • More customers are involved • Customers help to drive continuous service improvement • Customers help to shape change and make a difference The four strategic outcomes contain a total of 23 objectives that outline how Housing Services, customers and other stakeholders will work to achieve each of these. The full list of objectives, and the subsequent actions are listed along with the progress made towards each within the year, in Appendix 1. 2. Summary of progress during 2021/22 2.1 Despite the challenges presented to services throughout 2021/22, the annual review process identified that 70%, 16 of the 23 objectives contained within the strategy have been progressed. The majority of objectives that have not been achieved has is in relation to the restrictions during the pandemic. 2.2 During 2021/22 progress has been made in the following areas:- • the Budget Scrutiny Group led a significant programme of engagement in the 2022/23 rent setting process through use of virtual platforms and an online survey. Although it was not possible to host physical public events to promote the survey, 1,133 surveys were completed; • customers participated in the review of the Anti-Social Behaviour Policy and provided feedback via a consultation questionnaire, online meetings and social media; • significant progress continues in relation to engagement with Gypsy/Traveller residents in development of masterplans for both Shawlands Crescent and Springbank Park. In recognition of this positive approach, the council and community members were awarded the COSLA excellence award for ‘Excellent People, Excellent Outcomes’ and the UK- wide ‘Innovation in Building Diversity and Inclusion’ award by Municipal Journal Awards; • further improvement in the ability for customers to engage with the council in the development of capacity for digital engagement/connectivity with:- 128
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➢ 79 devices provided to homeless households across South Lanarkshire. This consisted of 55 from ‘Bringing IT Home’ and 24 from ‘Connecting Scotland’ programmes. ➢ 40 devices provided to sheltered housing tenants and 10 for sheltered housing communal spaces from Connecting Scotland. ➢ Through funding provided by the Scottish Procurement Alliance, the council installed free-to-access Wi-fi at both Gypsy/Traveller sites. This aims to support residents to access education and employment resources, as well as tackle digital exclusion and social isolation issues that exist within the wider Gypsy/Traveller community. • to ensure clarity of language in communications, the Customer Publicity Group reviewed and identified changes to the Anti-social Behaviour Policy, Housing News publications and rent letters; • the Mystery Shopping exercise on the virtual call handling approach in relation to housing options and housing management was completed on 31 March 2022. The effectiveness and ease of use of the call handling approach was confirmed as 97% of participants reported the process as being streamlined and easier to follow; • additional tenant scrutineers have now joined the Customer Scrutiny Group; • for the thirteenth consecutive year, an annual programme for customer engagement and involvement was agreed with customers. 2.3 There were seven objectives categorised as ‘to be reported later’, where progress was unable to be made during the year. The actions associated with four of the objectives were unable to be progressed due to the continuing impact of Covid-19 restrictions, which prevented face to face contact, the main way of engaging with specific customer groups, who had limited or no means to engage virtually. 2.4 Due to education priorities a Young Persons Housing Forum was unable to be established therefore this action will be progressed during 2022/23. 2.5 Two customer engagement objectives relating to the implementation of the new integrated IT system will also be reported later. Discussion has commenced with the TPCG in relation to the new system and this will continue in line with the revised implementation timeline. 2.6 In addition to monitoring progress against the strategic outcomes of the strategy, the review also provided an opportunity to re-examine the strategy in general to ensure that outcomes, objectives and actions remain appropriate and relevant. In carrying out the review it was identified that there was no requirement for any amendments to be made to the strategy at this time. 2.7 The associated Action Plan can be found in Appendix 1. 3. Independent Advice and Support 3.1 Following discussions with customer representatives between October and December 2021 it was agreed to extend the current contract with the Tenants Information Service (TIS) by a further 12 months to 31 May 2023. The procurement 129
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exercise is now complete and a new Project Workplan agreed with customer representatives. 4. Beyond the Customer Involvement Strategy 2018-2022 4.1 It is intended that the next Customer Involvement Strategy will be developed in conjunction with customer representatives over the remainder of 2022/23, with appropriate consultation taking place. The strategy will then be submitted for approval to Housing and Technical Resources Committee in 2023/24. 5. Resourcing customer involvement 5.1 The strategy recognises that effective customer involvement requires adequate funding and support. In 2021/22 a range of financial and non-financial resources were provided to customers and services to improve opportunities for engagement. Financial support included:- • Annual grant to tenants and resident groups • Access to independent advice and support from South Lanarkshire Tenant Development Support Project. • Financial assistance to attend virtual national conferences/seminars. Non-financial support provided to tenants and resident groups included:- • Assistance with organising virtual events and meetings • General administration support • Assistance to apply for funding • Production of leaflets and posters 5.2 In 2021/22 the financial resources spent to support customer involvement was £148,795 which is an increase of £19,343(13%) from £129,405 in 2020/21 which was the start of the pandemic. 6. 2022/23 Priority areas 6.1 Over the next year the priority areas which will be progressed by Housing Services, together with its customers, are outlined below. • Co-develop the next Customer Involvement Strategy • Further develop communication with new tenants promoting customer involvement • Develop and improve engagement opportunities for young people • Publish calendar with activities and events such as details of budget setting consultation and scrutiny activities 6.2 During 2022/23 a phased approach to hybrid meetings, with some participants joining through virtual platforms while others attended in person, has been established with the first meeting of the TPCG held on Tuesday 9 August 2022. Further discussions will take place during the year to progress a hybrid approach for all central and local customer engagement activities. 7. Reporting 7.1 In line with the agreed monitoring and reporting schedule of the Housing Services Customer Involvement Strategy 2018-22, the contents of this review will be reported to: • South Lanarkshire Tenant Participation Co-ordination Group • Housing and Technical Resources Resource Management Team 130
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• Housing and Technical Resources Committee 131
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Appendix 1: Action Plan 2021/22 Update Key Achieved – performance is in line with or better than expected Partially achieved – performance is not in line with expectations and has slipped To be reported later/not yet acheived Removed from strategy Strategic Outcome 1: Customers are informed and knowledgeable Objective Action Timescale Progress update as at 31 March 2022 1.1 Work with the Customer Publicity Group (CPG) to assess and approve communication intended for distribution to tenants and other customers Establish new ways of communicating with and involving customers through use of text, email and social media 2019/2020 onwards Customer Publicity Group(CPG) aware of advantages of using digital platforms to reach more tenants/customers going forward. Discussions with the CPG will continue in relation to increasing the use of social media and the South Lanarkshire View for promoting/updating on current housing issues. The rent setting consultation process was developed and agreed with tenants with a focus on the online survey though council website. Promotion of survey took place through the council’s social media platforms and text and emails sent to over 10,000 tenants who ‘opted in’ to receiving information in this way. CPG to meet as required to assess publications 2019/2020 onwards CPG approved the Autumn edition of the Housing News, which focused on 2020/21 Charter performance and was delivered to all tenants in October 2021. CPG also approved the rent increase letter advising tenants of the increase in rent for 2022/23. In addition, CPG also approved revisions to current routine rent letters that are used by operational staff. 132
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Strategic Outcome 1: Customers are informed and knowledgeable Objective Action Timescale Progress update as at 31 March 2022 1.2 Ensure ‘Housing News’ and ‘Sheltered Housing News’ articles continue to be relevant and of interest to customers with a particular focus on performance and service improvement plans Agree arrangements to ensure customer involvement in each edition of ‘Housing news’ and ‘Sheltered Housing News’ 2019-2020 onwards CPG reviewed articles and graphics for Housing News publications and stated that the pictures provided a visual story to the articles. Use ‘Housing news’ and ‘Sheltered Housing News’ to feedback on customer consultation/participation and how this will be used to shape service delivery CPG approved Spring and Autumn 2021 editions of Housing News. The Summer edition included articles developed by CPG and TPCG on digital empowerment and the role of the SLTDSP, the role of the TPCG in responding to the Scottish Government Housing to 2040 consultation and the rent setting process for 22/23. Agreed ongoing involvement with future editions of Housing News, which will include developing articles. Publication of Sheltered Housing News was fully reinstated. Autumn/Winter 2021 edition was issued December 2021. Sheltered housing staff continue to engage with tenants to shape content, while Head of Service column encourages tenants to provide their feedback on the service. Produce a landlord performance report in consultation with tenants and in line with Scottish Social Housing Charter (SSHC) guidelines The TPCG reviewed the 2020/21 Charter information prior to the report being submitted to the Scottish Housing Regulator in May 2021. Discussions on key aspects of the council’s performance took place as a result. 1.3 Continue to report on landlord performance and provide comparisons in relation to other social landlords Provide comparison of performance in relation to other social landlords through Housing News and council website Annually (by 31 October) The Charter performance information, as agreed by TPCG, was published within the Autumn 2021 edition of Housing News and also on the council website which contains comparative information against other landlords. CPG to review and make recommendations for improvement to content and information 2020-2021 onwards The CPG continue to be involved in reviewing customer involvement pages on the council website. 133
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Strategic Outcome 1: Customers are informed and knowledgeable Objective Action Timescale Progress update as at 31 March 2022 Discussions continue to highlight the advantages of using digital platforms to reach more tenants/customers in future. 1.4 Further develop the council website to reflect best practice in customer engagement and to raise awareness of opportunities to become involved Consider ways to promote customer feedback using ‘real time’ surveys and by developing more self-serve options for customers 2019-2020 onwards Dialogue has already taken place with the Tenant Participation Co-ordination Group on how customers will be involved in the developing and testing of this and discussions will continue to take place throughout the transition to the new I.T. system. Undertake online consultation where appropriate 2019-2020 onwards Online consultation undertaken for example the rent setting consultation which received 1,133 responses and the Anti-social Behaviour consultation received 102 responses. Establish new ways of communicating with and involving customers through use of text, email and social media 2019-2020 onwards Consultation activities, for example, the ASB Policy, continue to be promoted on South Lanarkshire Council’s website, Facebook and Twitter social media channels. ASB service is regularly promoted on social media such as • an article on drink spiking in consultation with Police Scotland • a short animation showing ‘A day in the Life of a Community Warden’ which received 1700 views on the councils social media channels • a video was created with officers from the Mediation Service illustrating ‘How Mediation can Help’ which reached 9,535 people • an article on how to report anti-social behaviour to Police Scotland. Meetings of Whitehill Neighbourhood Board advertised on Facebook and Twitter social media channels which resulted in increased attendance. 134
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Strategic Outcome 1: Customers are informed and knowledgeable Objective Action Timescale Progress update as at 31 March 2022 1.5 Develop the use of social media to encourage greater knowledge and understanding of housing services and performance and to encourage more customer feedback Publicise and encourage attendance at events to raise awareness and promote networking opportunities 2019-2020 onwards The Project continues to undertake outreach, promotion and participation of South Lanarkshire Council housing services through Facebook and Twitter social media channels. The Project promoted online opportunities to participate in the Scottish Government’s Housing to 2040 strategy and ‘A New Deal for Tenants’ Rented Sector Strategy. 1.6 Promote customer awareness of opportunities for customer involvement Publish Annual Participation and Communication programme on council website 2019-2020 onwards Customer involvement opportunities such as rent setting continue to be promoted on council website, Facebook and Twitter social media channels and also on the council’s tenant participation page on the SLC website. 1.7 Co-produce annual calendar highlighting customer involvement activities and events Publish calendar with activities and events 2018-2019 onwards A range of approaches were used during the year to highlight engagement opportunities for tenants and other customers. This included promotion within publications, on the council website and through Facebook and Twitter social media channels. Whilst the formal calendar was not produced due to Covid-19 restrictions, a range of approaches were used during the year to highlight engagement opportunities for tenants and other customers. 135
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Strategic Outcome 2: More customers are involved Objective Action Timescale Progress update as at 31 March 2022 2.1 Develop and implement annual local area participation plans for each housing management area to improve engagement Develop local area participation plans reflecting local needs and priorities 2019-2020 onwards This work was not progressed due to Covid-19 restrictions relating to travel and personal contact. Consideration will however be given to the development of local area participation plans in 2022/23. Monitor and review plans annually and identify actions to be progressed 2019-2020 onwards 2.2 Encourage involvement and feedback from less engaged groups of customers Use customer profile information to identify less engaged customer groups 2019-2020 onwards Customer engagement continues to be promoted to less engaged groups of customers. At the onset of the pandemic, services produced service specific newsletters for Sheltered Housing tenants and Gypsy/Travellers site residents. These provided essential information on changes to services and detailed how the council could support them during the challenges of the pandemic and who else could help. This communication has continued with regular publications provided to both sets of customer groups. Due to Covid-19 restrictions the Sheltered Housing Forum did not recommence during 2021/22 however proposals to reinstate the forum are now being taken forward by the local Sheltered Housing Team Leader in conjunction with the Forum Chairperson in 2022/23. At the two Gypsy/Traveller sites, work has progressed on a collaborative basis with site residents to develop detailed site masterplans which detail the range of improvement works being taken forward at the sites. Virtual meetings has continued with a strong attendance from site residents. The Housing Disability Sub-Group meetings continue to meet virtually and some examples discussed during 2021/22 was The Fairer Scotland Duty, The Rented Sector Strategy – A New Deal for Tenants and Housing to 2040. Identify opportunities to target specific engagement with these groups of customers 2019-2020 onwards Review, update and promote interested individual database.. 2019-2020 onwards 136
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Officers from the Central Homeless Team have been working with a group of people who have lived experience of homelessness. This includes provision of peer mentoring training in conjunction with Homelessness Network Scotland with a view to involving the group in a range of consultation and review activity to improve services provided. 2.3 Establish customer panels Promote customer involvement, feedback and comments through a range of digital channels 2019-2020 onwards The project continues to develop and promote opportunities for involvement through its social media feeds. The Budget Scrutiny Group successfully delivered a virtual tenant-led Conversation Café to close the Annual Budget and Rent Setting Consultation 2022-23. 2.4 Undertake an awareness raising programme for customer scrutiny activities to encourage active participation in them Develop a programme of scrutiny opportunities 2019-2020 onwards The scrutiny programme was reinstated during 2021/22 with a mystery shopping exercise carried out on the Housing Service’s virtual call handling approach. The findings from the first phase of the exercise highlighted a positive experience, with CSG members noting that the process was straightforward, clear and concise; staff were helpful and polite; and enquiries dealt with efficiently. Discussions are underway with tenants/customers to agree the scrutiny programme for 2022/23. Recruit customers for future scrutiny activities through Customer Scrutiny Framework 2019-2020 onwards • As part of the 2022/23 work plan, the SLTDSP will continue to promote opportunities for customers to become involved in customer scrutiny including four new scrutineers trained during the year. Proposals to date include completing exercises on the gas servicing programme and homelessness assessment and out-of- hours services. 137
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2.5 Deliver and further develop engagement opportunities with Gypsy/Travellers Annual focus group meeting with Gypsy/Travellers at Shawlands Crescent, Larkhall 2019-2020 onwards Regular virtual and in-person meetings continue to take place between residents of Shawlands Crescent and council officers, with strong attendance. The meetings are used as an opportunity for officers to update residents on services and improvements taking place at the site, and for residents to highlight issues or discuss concerns they may have. Each meeting is followed by the issue of a site newsletter which includes details of the discussion at the meeting and other information that may be of interest to residents. At Springbank Park, residents continue to be offered opportunities to meet in a group with officers however have so far elected to maintain one-to-one engagement with the site officer and local housing management team. This is supported through the issue of regular site specific newsletters. In recognition of this positive approach, the council and community members were awarded the COSLA excellence award for ‘Excellent People, Excellent Outcomes’ and the UK- wide ‘Innovation in Building Diversity and Inclusion’ award by Municipal Journal Awards. 2.6 Develop and improve engagement opportunities for young people Arrange workshop with Youth Council to identify how they wish to be involved 2019-20 onwards Progress has been limited due to the impact of the pandemic and the restrictions put in place. However these actions will be progressed in conjunction with Education Resources. Establish Young Persons Housing Forum 2019-20 onwards Explore and identify where existing groups and activities exist that are engaging with young people 2019-20 onwards Develop the use of social media to target views of young people 2019-2020 onwards The promotion of all consultation activities and events on the council’s social media channels routinely takes place, for example rent setting 2022/23. 138
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2.7 Develop and improve engagement opportunities for homelessness service users Explore key ways to make involvement effective 2019-2020 onwards Service user feedback used to inform both the Rapid Rehousing Transition Plan and the Local Child Poverty Action Report, ensuring voices of lived experience are represented at strategic level. This was facilitated through contact with service users to request that they share their experiences in the form of case studies. Feedback experience in relation to lived experience was used to inform the Local Child Poverty Action Report 2021-22 and the Rapid Rehousing Transition Plan Annual Report 2021- 22. Administered by Housing and Technical Resources and funded jointly by the Scottish Government and Scottish Procurement Alliance, 79 devices with wi-fi connectivity were provided to homeless households across South Lanarkshire’. This consisted of 55 from Bringing IT Home and 24 from Connecting Scotland. Officers from the Central Homeless Team have been working with a group of individuals who have lived experience of homelessness. This includes provision of peer mentoring training in conjunction with Homelessness Network Scotland with a view to involving the group in a range of consultation and review activity to improve services provided. 2.8 Continue to provide a range of training opportunities Develop and publicise annual training programme to ensure that customers have the knowledge, skills and confidence to become involved 2019-2020 onwards Training and support continue to be available to recipients and households in receipt of Connecting Scotland devices. TPCG representatives receive ongoing briefings and training sessions with ongoing national policy, strategy and legislative developments, such as: • Housing to 2040 • A New Deal for Tenants Rented Sector Strategy 2.9 Develop a programme of estate walkabouts and encourage tenants and other customers to participate Arrange and deliver a programme of local estate walkabouts 2019-2020 Due to ongoing Covid-19 restrictions and in accordance with Scottish Government guidance, estate walkabouts were unable to take place during 2021/22. Consideration will be given to implementing a programme of estate walkabouts in 2022/23. Develop an action plan to address issues identified and feedback - ‘You Said, We Did’ 2019/20 An action plan was not developed due to no walkabouts taking place in 2021/22. 139
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Strategic Outcome 3 Customers help to drive continuous service improvement Objective Action Timescale Progress update as at 31 March 2021 3.1 Deliver an annual programme of customer scrutiny through the Customer Scrutiny Group (CSG) Undertake and report on two scrutiny activities each year 2019-2020 onwards The scrutiny programme for 2021/22 was developed jointly with tenants/customers. The first activity was a mystery shopping exercise focusing on the Resource’s virtual call handling approach. Due to the impact of Covid-19, the second activity, to consider the council’s approach to gas servicing, has been re- scheduled to take place in during the summer of 2022/23. Encourage active participation in the scrutiny activities 2019-2020 onwards Ongoing support to TPCG and associated scrutiny subgroups to participate confidently and competently. The Customer Scrutiny Group completed a 32 sample mystery shopping exercise of the SLC Virtual Call Handling Approach (housing management) in March 2022. A subsequent report was submitted with findings to SLC. 3.2 Explore option to establish a scrutiny panel for older people Develop a proposal for an Older People Scrutiny Panel 2020-2021 onwards Progress has been limited due to the impact of the pandemic and the restrictions put in place. However these actions will be progressed during 2022/23. 140
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Strategic Outcome 4 Customers help to shape change and make a difference Objective Action Timescale Progress update as at 31 March 2021 4.1 Establish regular ‘You Said, We Did’ feedback to customers via ‘Housing news’, the council website and annual report to tenants highlighting the difference made by customer involvement Produce ‘You Said, We Did’ report annually. 2019-2020 onward During 2021/22, customers were provided with feedback in relation to services within Housing News, for example, consultation on the Anti-social Behaviour Policy and rent setting. 4.2 Communicate outcome of estate walkabout programme to customers Develop an approach to publish and report on the outcomes of estate walkabouts 2019-2020 onwards To be considered during 2022/23 – linked with 2.10. 4.3 Analyse and report on feedback from customer satisfaction surveys and ensure that it is used to influence service planning and delivery. Review and agree approach to how satisfaction results are reported. 2019-2020 onwards Customer satisfaction programme for 21-22 was agreed and implemented during the year. Satisfaction outcomes continues to be a focus for the Council. 4.4 Develop a system to track and evaluate customer involvement activities and the resulting effect Explore options to track feedback from customers on their involvement and resulting effect. 2019-2020 onwards Tenants are kept up to date with progress and are fully involved in discussions and the development of the new system. Develop and implement system 2019-2020 Onwards 4.5 Further develop customer involvement in identifying local priorities to be progressed through dedicated estate budgets. Review options to ensure effective community involvement in identifying estate priorities, including scope to move to a participatory budgeting approach. 2019-2020 onwards Projects continue to be progressed through Housing and Technical Resources estate improvement budgets across each of the four divisions in South Lanarkshire. 141
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Appendix 2 1. South Lanarkshire Customer Scrutiny Programme 2021/22 The South Lanarkshire Customer Scrutiny Group (CSG) was formed in July 2016 following the TIS “Making it Happen” Scrutiny training and development programme which took place earlier in the year. The CSG is at the core of the Customer Scrutiny Framework. A key task for the CSG is working with the council to develop a programme for scrutiny work and identify areas of council housing and homelessness services that need to be reviewed. In 2021/22 the Customer Scrutiny Programme involved the customer scrutiny exercise of two service areas/activity within Housing and Technical Resources:- • The virtual customer call handling approach – Phase One of the virtual customer call handling scrutiny exercise has concluded, with Phase Two scheduled to be completed during Summer 2022 • The gas servicing programme – this scrutiny exercise will now be carried out during 2022 2. South Lanarkshire Customer Scrutiny Programme 2022/23 The CSG have agreed that the areas/activities for scrutiny for the 2022/23 programme are:- • Gas servicing programme • Homelessness services, in particular, the single assessment service and out-of-hours homelessness services 142
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 5 October 2022 Report by: Interim Executive Director (Housing and Technical Resources) Subject: 1 Kilmory Road, Carluke – Asset Transfer to Carluke Men’s Shed 1. Purpose of Report 1.1 The purpose of the report is to:- [purpose] advise the Committee of the request for asset transfer, by lease, of the former Wilton Cemetery House, 1 Kilmory Road, Carluke to Carluke Men’s Shed and request approval to the principal terms and conditions of asset transfer as set out in Section 5 of the report [1purpose] 2. Recommendation(s) 2.1 The Committee is asked to approve the following recommendation(s):- [recs] (1) that the former Wilton Cemetery House, 1 Kilmory Road, Carluke be leased to Carluke Men’s Shed subject to the terms and conditions outlined in Section 5 of the report; and (2) that the Interim 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 former Wilton Cemetery House, 1 Kilmory Road, Carluke has been vacant since 2016, having previously been used as an office base by a local charity. 3.2. Carluke Men’s Shed have been seeking a new location for their exclusive occupation as their current premises at High Mill, Carluke is to be the subject of development by Carluke Development Trust. Carluke Mens Shed submitted a request for Community Asset Transfer for 1 Kilmory Road, the validation date for which was 13 July 2022. 3.3. The request includes the house and 2 small outbuildings. 3.4. In addition to placing the application and supporting documentation on the Council’s Planning Portal, notices were placed on the property advising that the Council was considering an asset transfer. The closing date for responses was 11 August 2021 at which time 10 representations were received (9 in support and 1 neutral). 13 143
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3.5. The request was placed before the Community Asset Transfer Assessment Panel on 12 September 2022 when the following matters were taken into consideration. 3.6. Property 3.6.1. The extent of the property requested, is shown on the attached plan. 3.6.2. The Council has a clear and marketable title, however planning consent will be required for change of use at which time any concerns regarding parking and access can be addressed. 3.6.3. The property requires repair and it is estimated that £25,000 is required to bring the property up to good condition. 3.6.4. The market rental of the property has been assessed as £3,800 per annum by the Council’s in-house valuer. 3.7. Organisation 3.7.1. Carluke Men’s Shed is a Scottish Charitable Incorporated Organisation (SCIO), Scottish Charity No. SC049768. The organisation has been established for 2 years. 3.7.2. The purpose of the organisation is to provide recreational facilities or the organisation of recreational activities, with the object of improving the conditions of life for the persons for whom the facilities or activities are primarily intended. 3.7.3. The organisation has 25 members, with potential to expand at the new location. 3.7.4. Although the organisation has not been operating long, there is a strong Board and programme of activity that can be further developed. 3.8. Project 3.8.1. The project plans to use the facility as a Men’s Shed and primarily as property workshops and meeting space. 3.8.2. The organisation has sufficient funds to cover the initial operating costs and repairs therefore is not seeking any external funding support at this time. 3.8.3. The business plan submitted in support of the application under-estimates likely future operating costs; however, the organisation has a regular income stream as well as a track record of generating income. 4. Assessment 4.1. The property is suitable for the proposed use and the organisation have the capacity to further develop the Men’s Shed, delivering support and opportunities to those in the community that can feel isolated. 4.2. The community benefits anticipated from the proposal relate to health and wellbeing, education, environmental and recreation. 4.3. The Community Asset Transfer Working Group assessed the potential community benefits and recommend that a discount of 71% be applied to the market value to reflect the benefits to the community which would suggest a rent of £1,100 per annum. 144
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4.4. Carluke Men’s Shed have offered a rental of £500 per annum and to undertake the repair works estimated at £25,000. This is considered to represent Best Value to the Council. 4.5. The risks associated with the asset transfer are considered low. 5. Proposal 5.1. It is proposed to lease 1 Kilmory Road, Carluke, as shown on the attached plan, to Carluke Men’s Shed, on the following principal terms and conditions:- 1. The lease will be to Carluke Mens’ Shed 2. The lease will be for a period of 5 years 3. The date of entry to be agreed 4. The rental shall be £500 per annum 5. The lease to be fully repairing and insuring, 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 property will be used in conjunction with the tenant’s activities as operators of a ‘Men’s Shed ‘within the UK Men’s Shed Association. 8. The tenants to be responsible for any rates or property charges resulting from their occupation and use of the subjects. 9. Assignation and subletting will not be allowed without the Council's express consent 10. Landlord's consent will be required for any structural alterations to the property 11. Each party to be responsible for their own legal costs however the tenants will require to pay any registration fees and Land & Buildings Transaction Tax (LBTT) if required. 12. The offer of lease will be conditional upon planning consent for change of use 6. Employee Implications 6.1. There are no employee implications for South Lanarkshire Council. 7. Financial Implications 7.1. The property is vacant and the grant of a lease on a full repairing and insuring basis removes the Council’s liability for the ongoing maintenance and management of the property. 8 Climate Change, Sustainability and Environmental Implications 8.1. There are no issues in relation to climate change, sustainability and the environment contained within this report. 9. Other Implications 9.1. In terms of the Community Empowerment (Scotland) Act 2015 the Council has until 13 January 2023 to provide a notice of its decision whether to agree to or refuse the asset transfer request. 9.2. The organisation has a right to appeal to Scottish Ministers should a decision not be made in that timescale or the asset transfer request be refused. 145
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10. Equality Impact Assessment and Consultation Arrangements 10.1. Consultation has taken place with the Community, Land Services, Planning, Legal, and Finance Services as well as having been published for public consultation. 10.2. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. Annette Finnan Interim Executive Director (Housing and Technical Resources) 8 September 2022 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Caring, connected, sustainable communities People live the healthiest lives possible Previous References ♦ None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Joanne Forbes, Head of Property Services Ext: 4073 (Tel: 01698 454073) email: joanne.forbes@southlanarkshire.gov.uk 146
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 5 October 2022 Report by: Interim Executive Director (Housing and Technical Resources) Subject: Annual Report on the Charter (ARC) 2021/2022 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 2021/2022 provide an update on arrangements to monitor and report on Charter progress throughout 2022/2023 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 future 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. Indicator 23 is specific to Registered Social Landlords (RSLs) only and Indicator 24, is specific to Local Authorities. In addition, there are also 13 contextual indicators, 12 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 2021/2022 performance information to the Regulator on 26 May 2022. 14 149
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4. Annual Report on the Charter 2021/2022 4.1. The SHR published a national report on the Charter at the end of August 2022 covering 16 of the indicators. This report sets out the performance for 2021/2022 of all 176 social housing landlords in Scotland. 4.2. The SHR also publishes an electronic version of the charter information and this is made available through the SHR website. This provides data on the Charter indicators for all landlords. 4.3. For the reporting year 2021/2022, the Charter requires that the Council publishes a more detailed annual report on its performance by the end of October 2022. 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 2022 and also included within ‘Housing News’ which will be issued during November 2022. 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 2021/2022 5.1. Based on the SHR’s report on the Charter, the summary report at Appendix 1 sets out the indicators and provides a comparison with both the Scottish average for all social landlords, that of the other 26 Scottish local authority landlords and over the two previous years (where available). 5.2. The 16 reported indicators include 4 measures which set the context of the size or scale of landlords and comparisons of performance. The table below sets out the direction of travel for the remaining 12 reported indicators:- Direction of travel Movement from 2020/2021 Improved 3 Remained same 3 Declined 6 5.3. In terms of the efficiency and effectiveness indicators which improved in the last year, the key highlights are detailed below:- • average days to complete non-emergency repairs reduced from 13.07 days to 11.76 days • rent collected as % of total rent due increased from 97.37% to 98.28% 5.4. A summary of the position and context in relation to the 6 efficiency and effectiveness indicator areas where performance reduced is detailed below:- • average length of time taken to re-let properties increased by 0.65 days from 20.86 days to 21.51 days • % of anti-social behaviour cases resolved in the last year decreased slightly from 95.2% to 94.3% 150
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• repairs completed right first time decreased slightly from 99.95% to 99.76%. • % of stock meeting the Scottish Housing Quality Standard (SHQS) decreased from 93.5% to 72.25%. The decrease in this indicator is mainly due to the delay in completing the heat and smoke alarm installation programme • average length of time taken to complete emergency repairs increased from 3.44 hours to 4.24 hours • % of rent due lost through properties being empty during the last year increased from 0.42% to 0.6% 5.5. It should be noted that although performance has reduced in these areas, in all cases the Council has performed better than the Scottish Local Authority Average for 2021/2022. 5.6. Of the remaining indicators, 4 are qualitative satisfaction indicators, 3 of which are updated on a 3 yearly basis, with one updated annually. 5.7. The following satisfaction results are derived from a 3 yearly survey and have been reported previously to committee as part of annual charter update reports:- • tenant satisfaction with overall service – 90.3% • tenants who feel their landlord is good at keeping them informed about their services and decisions – 92.4% • tenants who are satisfied with opportunities given to them to participate in their landlords decision making process – 91.1% 5.8. The following indicator, which is based upon a survey carried out in 2021/22, shows a slight increase in satisfaction:- • tenant satisfaction with repairs is measured annually and reported an increase from 90.1% to 91% 6. Next steps 6.1. A key objective of the Charter process is to ensure robust scrutiny and consideration of the performance of landlords. The comparative aspect of performance against other landlords will inform and reflect on areas for future tenant and service user scrutiny and potential areas for service improvement. 6.2. Housing and Technical Resources’ Resource Plan (2022/2023) includes the majority of the Charter indicators and 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. 151
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9. Climate Change, Sustainability and Environmental Services 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 sustainability or 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. Equality Impact Assessment and Consultation Arrangements 11.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore no impact assessment is required. 11.2. Consultation and involvement has 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. Annette Finnan Interim Executive Director (Housing and Technical Resources) 24 August 2022 Link(s) to Council Values/Ambitions/Objectives Good quality, suitable and sustainable places to live Caring, connected, sustainable communities Ambitious, self-aware and improving Previous References Housing and Technical Resources Committee – SHR Regulation of Social Housing in Scotland, 4 September 2019 Housing and Technical Resources Committee – Annual Report on the Charter 2018-19, 25 November 2020 Housing and Technical Resources Committee – Annual Report on the Charter 2020/2021, 21 September 2021 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Annette Finnan, Interim Executive Director (Housing and Technical Resources) Ext: 5611 (Tel: 01698 455611) E-mail: annette.finnan@southlanarkshire.gov.uk 152
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Appendix 1 Housing and Technical Resources Projected return to the Charter 2021/2022 No Scottish Charter Indicators SLC 19/20 SLC 20/21 SLC 21/22 Scottish Local Authority Average 21/22 Scottish Average 21/22 1 % of tenants satisfied with the overall service provided by the Council (their landlord). 90.3% 90.3% 90.3% 82.5% 87.7% 2 % of tenants who feel their landlord is good at keeping them informed about their services and decisions. 92.4% 92.4% 92.4% 85.3% 91.1% 3 % of tenants satisfied with the opportunities given to them to participate in their landlord’s decision making processes. 91.1% 91.1% 91.1% 80.5% 86.8% 4 % of stock meeting the Scottish Housing Quality Standard (SHQS). 93.2% 93.5% 72.25% 69.70% 74.6% 5 Average length of time taken to complete emergency repairs. 3.7 hours 3.4 hours 4.24 hours 4.77 hours 4.1 hours 6 Average length of time taken to complete non-emergency repairs. 14.2 days 13.1 days 11.76 days 9.87 days 8.87 days 7 % of reactive repairs carried out in the last year completed right first time. 99.91% 99.95% 99.76% 78.79% 88.27% 8 % of tenants who have had repairs or maintenance carried out in last 12 months satisfied with the repairs and maintenance service. 92.8% 90.1% 91.0% 87.2% 88.01% 9 % of anti-social behaviour cases reported in the last year which were resolved. 98.0% 95.2% 94.3% 93.3% 94.7% 10 % of rent due lost through properties being empty during the last year. 0.49% 0.42% 0.60% 1.63% 1.43% 11 Rent collected as % of total rent due in the reporting year. 99.70% 97.37% 98.28% 98.63% 99.28% 12 Average length of time taken to re-let properties in the last year. 21.68 days 20.86 days 21.50 days 59.43 days 51.57 days C The landlords wholly owned stock 24,864 25,012 25328 N/A N/A C Average Weekly Rent £70.26 £73.10 £74.55 N/A N/A C Rent increase for next financial year 3.95% 2.20% 2.20% 1.46% 2.98% C Total Rent Due £89,502,574 £93,969,021 £96,540,465 N/A N/A 153
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Report Agenda Item Report to: Housing and Technical Resources Committee Date of Meeting: 5 October 2022 Report by: Interim Executive Director (Housing and Technical Resources) Subject: Housing and Technical Resource Plan 2022-2023 1. Purpose of Report 1.1. The purpose of the report is to:- ♦ present the Housing and Technical Resource Plan 2022-2023 for consideration and endorsement 2. Recommendations 2.1. The Committee is asked to approve the following recommendations:- (1) that the Resource Plan 2022-2023, attached as Appendix 1, be noted; (2) that the Resource Plan 2022-2023 be uploaded onto the Council’s website following consideration by this Committee; and (3) that Progress Reports on the Resource Plan 2022-2023 be provided at Q2 and Q4 to future meetings of this Committee. 3. Background 3.1. The draft Resource Plans for 2022-2023 were prepared prior to the local government elections in May 2022, in line with the corporate Resource Planning guidance. Following the election and subsequent approval of the new Council Plan on 15 June 2022, the draft Resource Plans were reviewed and updated to take account of the new Priorities and Outcomes within Connect 2022-2027. 3.2. The Resource Plan is a key element of the Council’s performance management arrangements. It provides details of the context within which the Resource operates and establishes actions and measures for the year ahead based on the priorities set out in the Council Plan Connect 2022-2027. 3.3. Performance management is a keystone of Best Value, and ensures that the Council can demonstrate sound governance arrangements. The Resource Plan is one part of the Council’s framework for planning and budgeting, and demonstrates how this leads to effective front line service delivery. 3.4. As part of this framework the Resource Plan reflects the aspirations of the Council Plan and the Community Plan as well as being complemented by the details of individual Service, Business and other Plans. Ultimately, these details are included in the key work objectives of individual officers. This demonstrates the ‘Golden Thread’ of performance management which ensures a clear understanding of the council’s vision, values, ambitions and objectives at all levels. 15 155
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3.5. The current format for performance reporting has been established since 2007 and is used for Executive Directors’ reports to the Chief Executive, Resource Management Teams and Resource Committees. The focus has been on reporting progress on council objectives, statutory performance indicators, other key performance measures and high level Resource priorities. 3.6. In preparing the Plan, account has also been taken of the need to ensure a robust response to Risk Management and Control. Risks associated with delivery of the actions in this Resource Plan have been identified and evaluated and are listed in the Resource Risk Register. Where necessary, controls or further actions to mitigate these risks have been agreed. Such actions are tracked through the Resource Risk Control Plan which is kept under review by the Risk Sponsor for the Resource. 4. Resource Plan 2022-2023 4.1. The Resource Plan 2022-2023 is attached as Appendix 1 and is structured around the following headings:- 1. Introduction 2. Key areas of focus for the year ahead 3. Resource outcomes 4. Measures and actions 5. Resourcing the Plan 4.2. Resource Objectives 2022-2023 The Resource has established a number of objectives to support the delivery of the Connect priorities in 2022-2023. These are detailed in Appendix 2. To support these objectives, the Resource has developed performance measures and an action plan which are set out in section 4 of the Resource Plan. A selection of these will be included in the Council Pan Connect Quarter 2 and Quarter 4 Progress Reports 2022-2023, with the rest being monitored and reported at Resource level. 4.3. Monitoring and reporting As part of the performance management arrangements, the Committee will also receive a mid-year update of progress on the measures in the Resource Plan – Quarter 2 Progress Report 2022-2023. 5. Employee Implications 5.1. The objectives noted within the Resource Plan will inform the Service Action Plans, where applicable, and in turn the Performance Appraisal process for individual employees. 6. Financial Implications 6.1. The objectives within the Resource Plan are reflected in the respective Resource Revenue and Capital budgets and, longer term, within the framework of the Council’s approved Financial Strategy. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change implications as a result of this report. 156
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8. Other Implications 8.1. The Community Plan 2017-2027 was agreed at the Community Planning Partnership Board on 11 October 2017. A significant element of the delivery of the outcomes in the Community Plan will come through the achievement of the actions contained within Connect. 8.2. 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. 8.3. The Resource Plan takes into account Resource responsibilities in relation to sustainable development. 9. Equality Impact Assessment and Consultation Arrangements 9.1. 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. Annette Finnan Interim Executive Director (Housing and Technical Resources) 9 September 2022 Link(s) to Council Values/Priorities/Outcomes • The Resource Plan has been structured upon the Vision, Values, Priorities and Outcomes in the Council Plan Connect 2022-2027 Previous References • None List of Background Papers • Council Plan Connect 2022-27 • Housing and Technical Resource Plan 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 157
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Section Contents Page 1.0 Introduction 1 2.0 Key areas of focus for the year ahead 2 3.0 Resource outcomes 5 4.0 Measures and actions 6 5.0 Resourcing Plan 16 160
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1 Section One – Introduction I am pleased to introduce our Resource Plan for 2022-23 which sets out our intended outcomes and priorities for the coming year. This is the main annual business planning document for the Resource. It reflects the council’s key priorities as set out in the Council Plan ‘Connect’ and provides an overview of the Resource’s main areas of activity. This plan demonstrates our clear commitment to deliver on the priorities set out in ‘Connect’ and the vision, “To Improve the Lives and Prospects of Everyone in South Lanarkshire”. There are two Services within Housing and Technical Resources which help to ensure that the council operates successfully in an increasingly complex and challenging environment, and although diverse, each service is essential to the running of the council and the delivery of its vision, values and priorities. Housing Services is the fourth largest social landlord in Scotland and is responsible for providing a comprehensive housing management service, managing 25,012 homes, including 34 Sheltered Housing complexes and two sites and services for the Gypsy /Traveller community. We provide a homelessness and housing support service, working to prevent and alleviate homelessness; support independent living; improve levels of tenancy sustainment and support vulnerable households in our communities, including refugees. The Service also provides both strategic and support functions across the Resource, contributing to the Council and national agenda, including community safety and the development and delivery of additional affordable homes. Property Services is responsible for managing the council’s portfolio of properties and land and is split between three services, Building Services, Assets and Estates and Consultancy Services. These services have a wide range of responsibilities including working with all other Resources to develop, design, procure and, in many cases deliver property construction/improvement projects. The Service undertakes maintenance works across the property portfolio, including the out of hours repairs service and carries out legislative compliance works including electrical testing and gas safety checks. The Service also manages properties for sale and lease and provides strategic support to the Resource and the council for energy efficiency and the sustainability agenda. This Resource Plan has been prepared in the context of the COVID-19 pandemic and the measures the council continues to take to minimise its spread, deal with its effects and to support communities. The long-term impact on the council and its services, including the financial impact, will not be fully understood for some time. However, all Resources have response plans which will continue to be developed in parallel with the Resource Plans. Annette Finnan Interim Executive Director (Housing and Technical Resources) 161
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2 Section Two – Key areas of focus for the year ahead 2.0. Overview The Resource has identified the main challenges, risks and new developments which will have significant impact on the delivery of services in the coming year. These are outlined briefly below. 2.1. COVID-19 - Response and Recovery The Resource will continue to give priority to ensuring services are delivered to address ongoing and emerging challenges presented by COVID-19. Our priority will be placed upon ensuring effective delivery of critical and statutory services, taking full account of the continuing or emerging issues which are faced by customers, employees and our Services stemming from COVID-19. This also includes continued implementation of revised service and working arrangements which have been put in place to deliver services in the context of the public health crisis, that have been identified as being both efficient and effective and suitable for permanent implementation. It is important to recognise that our planning is informed by, and dependent on, guidance issued by the Scottish Government and therefore our approach will be subject to continual review and change. 2.2. Housing to 2040 Published in early 2021, the Scottish Government’s Housing to 2040 publication identified significant policy changes planned for the housing sector over the next 20 years. This includes a target of delivering 110,000 additional affordable homes, the introduction of a Rented Sector Strategy, including proposals to introduce new legislation aimed at aligning standards within both the private and social rented sectors, new housing quality standards and accelerated energy efficiency targets. The Resource will continue to monitor progress in relation to all aspects of this document, working with housing, health and homelessness partners across South Lanarkshire to meet any new requirements. 2.3. Financial Considerations In order to continue to maintain, invest and meet legislative requirements for council housing and services, maximising rental income and minimising arrears will continue to be a priority for the Resource. However, we recognise that the ongoing situation will be having a significant impact to the financial capacity or security of many. It is therefore our intention to continue to set affordable rents and provide advice and assistance where necessary to support our tenants and customers, while contributing to the wider tackling poverty agenda. 2.4. Preventing and Alleviating Homelessness The year ahead is expected to be a pivotal year for homelessness in South Lanarkshire and the Resource will continue to ensure that services are developed and delivered to meet requirements. We will work closely with our partners to address emerging issues and the priorities identified in the South Lanarkshire Rapid Re-housing Transition Plan 2019- 24. We will continue to review our supply of temporary & supported accommodation to ensure it is suitable and meets demand and need. We will also continue with our approach in delivering our Housing Options service with a focus on homeless prevention to support and assist people who are homeless or at risk of becoming so and to ensure access to settled accommodation and support services for homeless households. The Resource will continue to work in partnership and seek to further develop person centred housing and support packages for vulnerable households, including continued joint working with corporate parenting partners, strengthening our pathway planning approach, and Women’s Aid South Lanarkshire and East Renfrewshire to further develop responses to domestic abuse. This approach links to wider objectives of the South Lanarkshire Gender Based Violence Partnership and takes account of Chartered Institute of Housing 162
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3 and Women’s Aid guidance and recent changes in legislation namely the implementation of the Domestic Abuse Protection (Scotland) Act 2021. The Resource will also continue to implement the aims and objectives of the SHORE (Sustainable Housing on Release for Everyone) standards, working with partners to prevent homelessness and stop the cycle of reoffending contributing to community safety. 2.5. Continuing to improve the supply and availability of housing The Resource will continue to deliver on its Home+ programme to increase the supply of council homes through the building of new homes and purchasing existing ones from the open market. In addition, by working with RSL partners, the Resource will also continue to meet housing needs by letting houses efficiently, effectively and fairly. 2.6. Provision of Services to Gypsy/Travellers The Resource currently operates two Gypsy/Traveller sites comprising a total of 24 pitches. The Resource will continue to work closely with residents to implement a co- produced investment masterplan for both sites which includes a range of investment activities including; pitch expansions, upgrades to amenity buildings and continuing to implement measures to improve fire safety on sites. In addition, the Resource is working with both the Scottish Government and CoSLA to contribute to the implementation of the national ‘Improving the lives of Gypsy/Traveller’s’ action plan published in 2019. This includes aligning the current local investment priorities and service provision with the national outcomes contained within the plan. 2.7. Health and Social Care With the approval of the third Strategic Commissioning Plan, The Resource will continue to contribute to the planning and delivery of services provided through the Health and Social Care partnership and ensure effective alignment in relation to strategic planning for housing and homelessness. 2.8. Development of Integrated Housing and Property Management System The development and implementation of the new integrated housing and property management system will remain a key priority for the Resource during 2022/23. This will progress in tandem with ensuring effective operation of existing systems to meet statutory and regulatory requirements and further digitisation of services that will enhance our interactions with customers and tackle digital inclusion. 2.9. Health and Safety Health and Safety legislation and regulations will remain a key area for the Resource to maximise efforts to reduce accidents and comply with all current and emerging health and safety legislation for Council buildings and Housing, developing and promoting a safe environment for employees and customers. 2.10. Asset Management and Decarbonisation The Resource will continue to manage the property and land assets as well as the commercial portfolio of the council, ensuring it continues to meet requirements in terms of scale, location, condition, suitability and corporate image. Corporate Standards will be reviewed to ensure they are kept in a good condition, well maintained, well used and energy and cost efficient. In relation to Council Housing, a key priority will be to ensure provision of well maintained, appropriate quality housing which meets the need of existing and future tenants. The 2022/23 Housing Capital Programme reflects the level of investment required to continue to maintain the Scottish Housing Quality Standard and to increase the proportion of homes that meet the second phase of the Energy Efficiency Standard for Social Housing by December 2032 (EESSH2). 163
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4 Through the introduction of the proposed New Build Heat Standard, the Scottish Government will require all new domestic buildings to be installed with a decarbonised heating source and will not be able to be connected to the existing gas network. Although the proposed introduction for the new standard is not until 2024, significant planning will be required to meet this new requirement. This includes changes to suppliers and procurement routes, as well as training and restructuring existing services. As decarbonised heating sources are also currently more expensive to run than traditional heating sources, consideration will also need to be given to how the installation and maintenance costs are met, as well as ensuring the homes remain affordable for tenants to live in. The full impacts of the United Kingdom’s exit from the European Union continue to be a source of great uncertainty. The potential consequences for the Resource include rising demands on housing services, the availability and costs of building materials, supplies and services and possible skills shortages across the construction sector. The Resource will continue to monitor the potential impact of the withdrawal process on service delivery as the year progresses. 2.11. Refugee Re-settlement Programme The Resource will continue to manage and support the refugee resettlement programmes for families who arrive in South Lanarkshire through the following visa schemes: the UK Resettlement Scheme, the Afghanistan Relocation and Assistance Policy, the Afghan Resettlement Programme and the Homes for Ukraine scheme. We will work in partnership with relevant agencies to support new arrivals and ensure that families move to settled accommodation as quickly as possible. The Resource will also coordinate the council and partners involvement in the asylum seeker dispersal programme. 164
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5 Section Three – Resource outcomes 3.1. Resource Outcomes The Resource has established the following outcomes to support the delivery of Connect Outcomes in 2022-23. Connect Outcomes Resource Outcomes Communities and Environment • Work with communities to create safe, strong sustainable places Health and Wellbeing • Support people to live active and independent lives • Help people to continue to live within their homes and communities through integrated community health and social care services Children and Young People • Improve the health and wellbeing of children, young people and families Housing and Land • Support people to access and sustain housing which meets their needs through our Integrated Housing Options service • Provide a comprehensive range of services to help prevent and alleviate homelessness including the provision of suitable temporary and supported accommodation • Continue to deliver an affordable housing programme to meet needs • Manage the council’s portfolio of properties and land • Ensure our repairs service continues to meet the needs of customers • More energy efficient council homes • Continue to engage and work with tenants and other customers to design our services • Provide high quality services to our service to our tenants, including those who live in sheltered housing and residents at our Gypsy / Travellers sites 3.2. Delivering the Plan and achieving Best Value In working towards the six Outcomes, the council aims to continually improve and ensure effective and efficient use of resources, and our business will be conducted with integrity, transparency and will operate to the highest standards. The Resource has established the following outcomes which specifically aim to support delivery of the plan and achieving best value. 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 165
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6 Section Four – Measures and actions 4.0. Performance measures and action plan This section of the Resource Plan is divided into two parts: part (a) sets out our main performance measures against our outcomes; and part (b) describes the key actions we will take in the coming year to respond to the challenges ahead and improve services and outcomes. 4.a. How we will measure our performance The impact of Covid continues to have a significant effect on performance for some services. The table below shows our key performance measures, with data for the last 2 years and the target for 2022-23. To provide additional context for the targets, an indication of pre-Covid performance is provided in the notes column where possible. The impact of Covid may mean that some targets are below the level of performance seen pre-Covid, however they represent an improving picture from the levels seen in the Covid period. Resource Outcome: Support people to access and sustain housing which meets their needs through our Integrated Housing Option Service Measure 2020-21 2021-22 2022-23 Target Links Service Notes 1. % of lets to Urgent housing (UH) need households (locally set target) 61.1% 56.59% 55% to 65% C05.01 Housing The target is set between 55% 65% to ensure progress is made towards the priorities and targets set within RRTP. Target approved by HTR Committee on 8/12/21 as part of Local Letting Plan Report. 2. % of new tenancies sustained for more than a year for all lets (locally set target) 91.9% 93.4% 88% SSHC C05.01 Housing As anticipated and consistent with social landlords across Scotland tenancy sustainment has been higher during the pandemic, however, it is anticipated that this may decline. 3. % of tenancy offers refused during the year (N/A) 24.7% 16.6% N/A SSHC 05.01 Housing This is a contextual indicator as refusals are driven by the applicant and can vary significantly depending on size/availability/location of housing This indicator is required for the Scottish Housing Regulator charter return and is used to benchmark against all other Scottish LA’s. 4. Average time taken to re- let empty properties (locally set target) 21 days 21.51 days 26 days 05.16 SSHC Housing Performance against this Charter measure is consistently good and SLC remains one of the top performing councils in void management. Average Relet times have fluctuated during the pandemic. The target is considered challenging as it is anticipated that re-let times will rise due to 166
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7 continued disruption to supplies, materials and the workforce, delays with contractors and utilities. Resource Outcome: Provide a comprehensive range of services to help prevent and alleviate homelessness including the provision of suitable and temporary and supported accommodation Measure 2020-21 2021-22 2022-23 Target Links Service Notes 5. % of homeless households advised of outcome of assessment within 28 days (locally set target) 99.8% 99.6% 95% SG 05.02 Housing Performance against this measure is good. However, to comply with legislation and statutory guidance, some investigations into homelessness e.g. for particularly complex cases and lost contact decisions will result in the 28 day timescale being exceeded. 6. Average length of time in temporary accommodati on (locally set target) 102 days 105 days 120 days SG 05.02 Housing Performance against this measure in 20/21 was impacted by the higher level of cases in temporary accommodation for shorter periods, linked directly to the Covid 19 pandemic. The target has been set, taking account of the continued uncertainty in relation to turnover/ availability of permanent housing solutions and the demand for homelessness services. 7. % of households provided with temporary accommodati on (nationally set target) 100% 100% 100% SG 05.02 Housing Good performance against nationally set target which is reported to the Scottish Government. 8. % of temporary accommodati on offers refused (locally set target) 6.84% 7.42% 6.00% SG 05.02 Housing Slight reduction in performance. Will be monitored closely in year to support achievement of target. 9. Number of times we did not meet our obligation to provide suitable accommodati on 0 0 0 SG 05.02 Housing Good performance against nationally set target. 167
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8 (nationally set target) 10. % of Housing Options interventions where Homelessnes s prevented (locally set target) 78.73% 73.48% 70% C05.02 Housing This is a locally set target and is a key focus for the Resource . Operating context continues to be extremely challenging with economic conditions likely to adversely impact upon ability to prevent homelessness Resource Outcome: Ensure our repairs service continues to meet the needs of customers Measure 2020-21 2021-22 2022-23 Target Links Service Notes 11. % of response repairs completed on time (nationally set target) 97.7% 99.1% 90% SSHC C05.16 Property This target is a statutory requirement for the Scottish Housing Regulator. 12. Average length of time to complete emergency repair (contracted target) 3 hours 25 minutes 4 hours 24 minutes 24 hours (contracted target) SSHC 05.16 Property This target is a contractual arrangement that has been agreed in conjunction with tenant representatives and is a Charter requirement of the Scottish Housing Regulator. 13. Average length of time to complete non- emergency repair (contracted target) 13.07 days 11.76 days 28 days (contracted target) SSHC LGBF 05.16 Property This target is a contractual arrangement that has been agreed and is a Charter requirement of the Scottish Housing Regulator. 14. % of reactive repairs completed first time right (nationally set target) 99.95% 99.76% 90% SSHC 05.16 Property This target is a statutory requirement for the Scottish Housing Regulator. 15. % of repairs appointment kept (nationally set target) 94.18% 94% 90% SHN 05.16 Property This target is a statutory requirement for benchmarking returns. 16. Number of times we did not, meet our obligation to complete the annual gas safety check by annual 411 439 0 SSHC 05.16 Property Throughout the period since the onset of the pandemic, SLC revised its approach to Gas Servicing to take account of the COVID 19 specific guidance issued by the HSE and the Gas Safety Register. 168
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9 anniversary date (nationally set target) Our revised approach took account of tenants refusing access because they or another member of their household was self-isolating, and/ or they were anxious about anyone entering their home. 17. % of tenant satisfaction with repairs or maintenance in year (locally set target) 90% 91% 90% SSHC 05.16 Property This target is to maintain performance at 90% and is a regulatory requirement for the Scottish Housing Regulator. Resource Outcome: More energy efficient homes Measure 2020-21 2021-22 2022-23 Target Links Service Notes 18. % of council stock meeting the SHQS (locally set target) 93.5% 72.25% 90% SSHC 05.17 Property Performance has reduced due to the reporting of Fire Tolerable Standards and Fixed Electrical Testing with a robust programme in place to address outstanding inspections/testing. 19. % of council dwellings that are Energy Efficiency Standard for Social Housing 2 (EESSH2) (locally set target) 4.8% 6.48% 10% C05.17 Property Review of housing stock underway to determine the additional energy measures required to achieve EESSH 2. Resource Outcome: Work with communities to create safe, strong and sustainable places Measure 2020-21 2021-22 2022-23 Target Links Service Notes 20. % of Anti- Social Behaviour cases resolved in the year (locally set target) 95.2% 94.3% 90% SSHC 01.01 Housing Performance continues to be strong against this indicator and target is to maintain performance at 90% and above. 169
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10 Resource Outcome: Support people to live active and independent lives Measure 2020-21 2021-22 2022-23 Target Links Service Notes 21. Number of adaptations completed in Council homes (locally set target) 476 933 100% of requests received 03.01 Property Performance in this area is demand led - numbers are contextual - and can vary significantly from year to year. We have updated the target to 100% of adaptations received. 22. Number of households currently waiting for adaptations to their home (locally set target) 0 0 0 C03.01 Property This is a locally set target and has been consistently achieved over a number of years. 23. % of approved applications for adaptations completed in year (locally set target) 100% 100% 100% SSHC C03.01 Property This target is a local target as well as a statutory requirement for the Scottish Housing Regulator. This target has been consistently achieved over the past years. 24. Average time (working days) to complete applications (nationally set target) 28 days 23.49 days 28 days SSHC 03.01 Property This target is a contractual arrangement as well as a statutory requirement for the Scottish Housing Regulator. 25. % of standard adaptations to council houses within agreed appointment times (nationally set target) 92.4% 98.3% 90.0% C03.01 Property This target is a contractual arrangement as well as a statutory requirement for the Scottish Housing Regulator. 26. % of new build that meets needs of older people (locally set target) 27% 20% N/A C03.01 Housing/ Property No target set. Numbers determined by need and demand assessment. 170
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11 Resource Outcome: Delivering the Plan and achieving best value Measure 2020-21 2021-22 2022-23 Target Links Service Notes 27. % of Stage 1 complaints responded to in full (nationally set target) 93% 91% 100% SSHC 07.01 Housing/ Property Good performance against target which is reported to the Scottish Housing Regulator. 28. Average time in working days for a full response at Stage 1 (nationally set target) 5 days 5 days 5 days SSHC 07.01 Housing/ Property This is a locally set target as well as a statutory requirement for the Scottish Housing Regulator. 29. % of Stage 2 complaints responded to in full nationally set target) 91% 100% 100% SSHC 07.01 Housing/ Property The council performs well against this statutory target which is reported to the Scottish Housing Regulator. 30. Average time in working days for a full response at Stage 2 (nationally set target) 14 days 15 days 20 days SSHC 07.01 Housing/ Property This is a locally set target as well as a statutory requirement for the Scottish Housing Regulator. 31. Rent collected as a % of rent due in the year (locally set target) 97.4% 98.3% 98.76% SSHC 07.02 Housing Performance in this area will continue to be an area of focus in the 2022/23 and monitored and reported at a senior management level. 32. Gross rent arrears (current and former tenants) as a % of rent due for the year (locally set target) 8.26% 8.91% 9% LGBF SSHC 07.02 Housing Performance in this area will continue to be an area of focus in the forthcoming year and monitored and reported at a senior management level. 33. % of rent due in the year that was lost due to voids (Operational void rent loss) (locally set target) 0.42% 0.6% 0.6% SSHC 07.02 Housing Performance will continue to be an area of focus in the forthcoming year and monitored and reported at a senior management level. 171
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12 34. % of total void rent loss (locally set target) 1.22% 1.53% 1.42% SSHC 07.02 Housing Performance will continue to be an area of focus in the forthcoming year and monitored and reported at a senior management level as well as a statutory requirement for the Scottish Housing Regulator. 35. Factoring collection rate (locally set target) 74.1% 73% 75% C07.02 Property Target set by Finance and Corporate Resources. 4.b. What actions we will take in 2022-23 Resource Outcome: Continue to deliver an affordable housing programme to meet needs Action Milestones/Steps we will take to deliver our actions Links Service 1. Increase the number of new affordable homes Total new/additional affordable homes delivered per SHIP and reported to H&TR Committee. C05.10 Housing/ Property 2. Physical regeneration work in priority areas Remaining properties (Phase 3 of the masterplan) for regeneration at Whitlawburn complete by end of March 2023. 05.10 Housing/ Property Work with partners to bring 15 Long Term empty homes into use by March 2023. C05.10 Housing/ Property 3. Increase supply of housing suitable for older people All properties that are suitable, as identified at the void stage, will be converted to Amenity standard. During the period of the SHIP 2022-2027, a total of 569 specialist provision properties are forecast to be delivered across both SLC and RSL sites. C05.10 Housing/ Property Resource Outcome: Support people to access and sustain housing which meets their needs through our Integrated Housing Option Service Action Milestones/Steps we will take to deliver our actions Links Service 4. 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. • Tenancy Sustainment Fund As part of rent setting process - • Complete analysis of the affordability of our rents by December 2022. Consult with tenants regarding proposed rent levels by December 2022. 05.01 Housing 5. Development and implement Local Housing Strategy for 2022-27 Local Housing Strategy developed, consulted and approved by Executive Committee in November 2022. C05.01 Housing A Housing Needs and Demand Assessment completed by August 2022. 05.01 Housing 172
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13 Resource Outcome: Provide a comprehensive range of services to help prevent and alleviate homelessness including the provision of suitable and temporary and supported accommodation Action Milestones/Steps we will take to deliver our actions Links Service 6. Improve access to settled accommodation for homeless households Rapid Rehousing Transition Plan delivered including – Implement Housing First approach, provide suitable accommodation and support for up to 40 individuals with complex needs by 2022/23. Increase settled accommodation by converting 20 to 30 temporary accommodation units to Scottish Secure Tenancies during 2022/23. We will continue to make progress towards our target of converting up to 100 temporary accommodation units to Scottish Secure tenancies by 2024. During 2022/23, reduce the overall homelessness caseload from 900 to 850 and reduce long term homelessness caseload by 10%. Reduce and maintain repeat instances of homelessness to below 4.5% of all cases during 2022/23 (RRTP aim is <3% over life of plan). C05.02 Housing Resource Outcome: Work with communities to create safe, strong sustainable places Action Milestones/Steps we will take to deliver our actions Links Service 7. Community Safety priorities including relevant parts of the SLCP are achieved The Resource will administer a review of the Safer South Lanarkshire Board and associated structure during 2022/23. This will aim to ensure reporting requirements around police and fire scrutiny, anti-social behaviour and community justice remain appropriate alongside links to revised community planning priorities. C01.01 Housing Resource Outcome: Continue to engage and work with tenants and other customers to design our services Action Milestones/Steps we will take to deliver our actions Links Service 8. Develop and implement Customer Involvement Strategy Revised Customer Involvement Strategy to be developed, consulted, and approved by Housing and Technical Resources Committee 2023/24. 05.12 Housing 9. Ensure effective involvement with tenants and other customer groups Annual Scrutiny Programme 2022/23 developed August 2022 and implemented by March 2023. Customer Engagement Programme agreed with tenant representatives by August 2022. C05.12 Housing 10.Service development is informed by understanding our customer satisfaction levels of key service areas Customer Satisfaction Programme developed and approved by July 2022. Results are reviewed quarterly, and any improvement activities are identified and incorporated into service and resource planning cycles. SSHC 05.12 Housing/ Property 173
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14 Resource Outcome: 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 Milestones/Steps we will take to deliver our actions Links Service 11.Work with Gypsy/Traveller residents to develop and implement a programme of site improvement Site Investment Masterplans reviewed in consultation with residents and planned improvement works for progression during 2022 and current works completed by 31 March 2023. C05.03 Housing 12.Ensure that Sheltered housing services are compliant with Care Inspectorate inspection standards Complete Quality assurance checks to monitor and ensure compliance with care inspectorate standards. Each of the 34 sheltered housing complexes will be checked during 2022/23 with findings of completed checks reported on a quarterly basis. C05.03 Housing Resource Outcome: More energy efficient council homes Action Milestones/Steps we will take to deliver our actions Links Service 13. Improve energy efficiency stock to help address fuel poverty Deliver investment projects to increase energy efficiency of housing stock during 2022/23. C05.17 Property Resource Outcome: Manage the council’s portfolio of properties and land Action Milestones/Steps we will take to deliver our actions Links Service 14. Project Management of Schools Projects and General Services Projects The General Services Programme spend will be achieved for the financial year. C05.11 Property Two new nursery projects - Skylark, Larkhall to be completed in 2022/23 and Clyde Terrace, Bothwell commencing with completion date August 2023. 05.11 Property Resource Outcome: Improve the health and wellbeing of children, young people and families Action Milestones/Steps we will take to deliver our actions Links Service 15. Contribute to effective joint working to protect and promote the wellbeing of children, young people and adults 100% of households identified as at risk are referred to appropriate statutory agencies. 04.04 Housing/ Property Deliver key actions detailed in the Local Child Poverty Action Report during 2022/23 within the following areas: • 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 04.04 Housing Implement the SHORE (Sustainable Housing on Release for Everyone) standards, by providing appropriate support to 80% of individuals leaving prison with identified housing need. 04.04 Housing 100% of young people moving on from care offered housing options appointment, and of those requiring Housing Service assistance, 100% supported to move 04.04 Housing 174
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15 onto suitable and sustainable housing via a personal housing pathway plan. Resource Outcome: Help people to continue to live within their homes and communities through integrated community health and social care services Action Milestones/Steps we will take to deliver our actions Links Service 16. Ensure effective contribution to health and social care outcomes contained within the Strategic Commissioning Plan Implementation of agreed housing actions within SCP3 to be progressed throughout the duration of the SCP3. C03.08 Housing Resource Outcome: Delivering the plan and achieving best value Action Steps we have taken to deliver our actions Links Service 17. Ensure effective management of all Resource budgets and Business Plans Overall budgetary target achieved by March 2023. 07.02 Housing/ Property 18. Progress the council’s Digital Strategy within the Resource Continue with phased implementation of new IT system. 07.04 Housing/ Property 175
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16 Section Five – Resourcing the Plan 5.0. Introduction In this section we consider the resources needed to implement our plan, including funding and staffing. 5.1. Revenue Budget 2022-23 The Resource has a Net Revenue Budget of £13,175 for 2022-23. The table below allocates this budget across the services: NET Budget by Service 2022-23 Detail £ million % Housing Services 8,481 64% Property Services 4,694 36% Total 13,175 100% 5.2. Capital Budget 2022-23 The following capital budget of £52.23 million is allocated to the Resource for 2022-23: Capital Programme 2022-23 Project £ million Housing Revenue Account (HRA) Capital (new projects) 52.23 Total 52.23 5.3. Resource Employees The Resource has 1442 employees as at March 2022. We support these employees to deliver their duties through a range of policies including personal appraisal and a robust training framework. The number of employees (per headcount) by service is as follows: Service Number of employees Housing Services 471 Property Services 971 Total 1442 176
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Appendix 2 The Resource has established a number of objectives to support the delivery of the Connect priorities in 2022-23. Connect Outcomes Resource Outcomes Communities and Environment • Work with communities to create safe, strong sustainable places Health and Wellbeing • Support people to live active and independent lives • Help people to continue to live within their homes and communities through integrated community health and social care services Children and Young People • Improve the health and wellbeing of children, young people and families Housing and Land • Support people to access and sustain housing which meets their needs through our Integrated Housing Options service • Provide a comprehensive range of services to help prevent and alleviate homelessness including the provision of suitable temporary and supported accommodation • Continue to deliver an affordable housing programme to meet needs • Manage the council’s portfolio of properties and land • Ensure our repairs service continues to meet the needs of customers • More energy efficient council homes • Continue to engage and work with tenants and other customers to design our services • Provide high quality services to our service to our tenants, including those who live in sheltered housing and residents at our Gypsy / Travellers sites 15 177
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