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Public performance reports


The Council Plan Connect, outlines our objectives for 2017-22.  Connect ambitions and objectives should not be seen in isolation, they interact with each other and as we achieve success in one, we move closer to success in others.  In delivering our vision to ‘improve the quality of life of everyone in South Lanarkshire’ our ambitions show how our work links with our partners including our Community Planning Partners. 

Each year we produce an Annual Performance Report which details how we have performed in achieving our Connect objectives. To complement the Annual Performance Report we have created a suite of individual Public Performance Reports.  This report outlines the performance in relation to our assets and how this links to the outcomes of our ambition to ‘Achieve results through leadership, good governance and organisational effectiveness’.


The council has many assets, not only its operational offices and buildings, but also housing, land, roads, vehicles, infrastructure (for example, roads) and equipment (for example, computers). We recognise that delivering quality services, meeting our objectives and providing best value relies on the good management of our assets. This includes:

  • A property portfolio which is suitable for our needs in terms of scale, condition,  location, suitability and corporate image. Property should also be well maintained, energy efficient, used to its full potential and its performance regularly examined to ensure we are achieving value for money
  • Good quality energy efficient housing which is well managed and well maintained and meets the needs of our tenants and the Scottish Housing Quality Standard (SHQS)  
  • A well maintained roads network which meets the needs of our communities and promotes economic growth and the preservation of rural communities
  • Good management of our fleet of vehicles to ensure services are well supported and the use of vehicles is cost effective and sustainable
  • Efficient and effective Information Technology systems to support service delivery and ensure we are achieving value for money 

In 2013-14, the council produced its first Corporate Asset Management Plan covering all asset categories; namely housing, fleet, roads and ICT. The individual Service Pans for 2016-17 were reported to the respective Resource Committees during 2017.

Operational buildings

We continue to deliver the Property Investment Programme, investing £44.2 million in our properties in 2016-17, with £38.4 million spent on delivery of the Schools Modernisation Programme.  By April 2017, 121 primary schools have been replaced or refurbished, resulting in 97% of the primary school population now being taught within modernised accommodation.

We continue to work in partnership with local disability groups and other public organisations to design buildings in a way which makes them suitable for everyone to use. Assets will be suitable for both current and future service delivery in terms of design, location, accessibility and security.

% of operational buildings that are suitable for their current use

What this means This indicator reflects on the extent to which buildings are suitable for their use and the delivery of services. The measurement of suitability requires that properties meet any statutory requirements (including health and safety requirements) as well as the operational requirements of the service.
Why this matters This indicator allows us to measures the suitability of our properties for both legislative and operational requirements.
Our performance and how we compare Comparator 2014-15 2015-16 2016-17 Are we improving?
SLC 95.4% 95.1% 96.1% Yes
Scotland 79.0% 79.6% 79.8%
How we have performed in improving this public service

Continued implementation of the council’s asset management strategy and plans has resulted in a clear focus in optimising council buildings to ensure that they are suitable. We continue to exceed the Scottish average.


 % of internal floor area of operational buildings in satisfactory condition

What this means It is important both to staff and service users that properties are maintained in a reasonable condition and that they are suitable for the service provided in accordance with guidance drawn up by the Federation of Property Societies. This indicator measures the percentage of gross internal floor area (m2) of operational buildings for example, the total internal floor surface area within the external walls. It includes space in cupboards, toilets and cloakrooms etc.
Why this matters This indicator allows us to measure that our operational buildings are in a suitable condition and fit for purpose for the services being provided.
Our performance and how we compare Comparator 2014-15 2015-16 2016-17 Are we improving?
SLC 86.3% 85.3% 86.7% Yes
Scotland 82.9% 81.5% 84.5%
How we have performed in improving this public service

We continue to exceed the national results for Scotland, confirming that we have an effective asset management strategy.

Tenanted, non-residential, lease portfolio

These properties are held by the council to support objectives such as Economic Development, Physical and Neighbourhood Regeneration as well as to provide revenue income. The lease portfolio has 741 properties with a passing rent of £5.1 million.

Management of tenanted, non-residential, portfolio

What this means It is important that the portfolio of properties leased out to local businesses is managed effectively to ensure that the economic and social objectives of the council are achieved as well as revenue income generated. This indicator measures the percentage of time when properties have been empty.
Why this matters This indicator allows us to ensure that our properties for lease are managed effectively, providing suitable properties to local businesses as well as generating income for the council.
Our performance and how we compare Comparator 2014-15  2015-16 2016-17 Are we improving?
% of lease portfolio properties that are void 10.8% 9.0% 9.3% No
% debt of invoiced income (Target 5%) 2.4% 3.5% 6.2%
How we have performed in improving this public service

Continued focus on void and debt reduction remains the priority.


Approximately £39 million was invested in the Councils housing stock in 2016-17, resulting in the improvement of the stock achieving SHQS. Currently 92% of the housing stock meets the SHQS and further 8% were exempt from meeting the standard.  The council continues to invest in energy efficiency measures and 86.1% of our stock complied with Energy Efficiency Standard for Social Housing (EESSH) at 31 March 2017. The council is also committed to increasing the number of new homes to rent across South Lanarkshire with the target of providing a further 1,000 additional Council homes by 2021.

Further information on the performance in respect of Housing assets is available in the Public Performance Report Housing and Homelessness


Fleet Services manage and maintain the council's fleet of over 1,700 vehicles and items of plant and machinery. The vehicle fleet includes those used for refuse collection, roads maintenance, street sweeping and passenger transport.

% council vehicles presented externally for an MOT, without additional work being required - Target 87%
What this means The MOT test is an annual test of vehicle safety, roadworthiness, and exhaust emissions and is required in Great Britain for most vehicles over three years old.  The council ensures that all of its vehicle fleet receives an MOT, with the majority of vehicles checked by the council’s trained and licensed MOT inspectors and the remainder sent to external inspectors.  The figure below shows the pass rate for all MOTs carried out externally and includes only those which passed first time.
Why this matters A high MOT rate means that the council’s fleet of vehicles is being maintained to a high level throughout the year.  Passing the MOT first time is cost effective as it means that a second MOT does not require to be paid for.
Our performance and how we compare Comparator 2014-15 2015-16 2016-17 Are we improving?
SLC 91% 93% 95% Yes
Scotland N/A N/A N/A
How we have performed in improving this public service Our performance has improved in 2016-17 and remains consistently high, exceeding our target of 87%.

Roads Infrastructure

We continue to invest in the operational roads network in South Lanarkshire. Further information on the performance in respect of Roads infrastructure is available in the public performance report Roads and Lighting.

Percentage of all roads that should be considered for maintenance treatment - Target 33.5%

What this means This indicator shows the percentage of the road network that should be considered for maintenance treatment, based on information from the Society of Chief Officers of Transportation in Scotland (SCOTS) Scottish Road Maintenance Condition Survey.  Roads within South Lanarkshire Council are surveyed by a machine, which collects various characteristics of the road condition.  ‘Considered for maintenance treatment’ means that there is likely to be some defect in the condition of the road.
Why this matters Councils spend a significant amount of money on road maintenance.  This indicator looks at the quality of South Lanarkshire Council's roads and supplements the data in this report on cost of road maintenance.
Our performance and how we compare Comparator 2014-15 2015-16 2016-17 Are we improving?
SLC 33.8% 33.5% 33.1% Yes
Scotland 37.0% 36.7% 36.4%
How we have performed in improving this public service The condition of our road network is steadily improving, evidenced by the year on year reducing percentage of the network requiring maintenance.  In 2016-17, the SCOTS survey results showed that the percentage of the road network requiring treatment was better than our target and better than the Scottish average, indicating good performance in this area.

Information Technology (IT) Equipment

The provision and implementation of an effective IT Strategy provides the appropriate infrastructure, systems and equipment to allow the council to provide its services and allow Resources to meet their objectives. Appropriate action plans are in place to replace hardware and software identified as approaching end of useful life.

Fault resolution - Target 95%
What this means It is essential that all faults logged with the IT Service Centre are resolved and closed as quickly as possible. This indicator measures the percentage of faults logged that were resolved within 4-8 hours.
Why this matters Responding to logged faults, and resolving them as soon as possible, ensures that the council's desktop estate is fit for purpose allowing employees to work as efficiently as possible.
Our performance 2014-15 2015-16 2016-17 Are we improving?
100% 100% 99.3% No
How we have performed in improving this public service The IT Service Centre continues to resolve and close faults in a timely manner and attaining/exceeding our target each year as reported above.


Installations - Target 95%
What this means This measure reflects the percentage of hardware and software installations that are completed within the requirements as specified by the Service Level Agreements.
Why this matters Service Level Agreements are in place to ensure continuity of service to the council's employees and customers.
Our performance 2014-15 2015-16 2016-17 Are we improving?
98.0% 99.0% 99.1% Yes
How we have performed in improving this public service  IT Services continues to complete hardware and software installations in a timely manner and exceeded our target in 2016-17.

Key achievements

  • Delivery of seven new primary schools
  • 97% of primary school children now taught in a modern environment
  • Managed and maintained the council’s fleet of over 1,630 vehicles and items of plant and machinery
  • Completion of 90 new build homes
  • Completed the upgrade of approximately 5,000 PCs on the corporate network
  • Introduction of Mobile Working within Social Work Resource

Areas for improvement and action

We will take forward the following key areas for improvement:

  • extend the use of Personnel self-service provision for selected IT systems to reduce costs and improve service
  • emphasis on the ‘digital first’ approach continues across all Resources to help identify savings in line with the commitment to meet changing communication needs and reduce paper copies, including the use of social media and other direct communications with customers

Further information

Resource Plans are prepared each year by all council Resources to outline the key developments they intend to take forward in the year.  Performance and actions relating to Assets can be found in the following Resource Plans:

Twice a year, performance reports are presented to council committees on progress against the Resource Plans. In addition, reports detailing progress against the Council Plan Connect objectives are prepared – see Quarter 2 and Quarter 4 performance reports for further information. More information on our objectives can be found in the Council Plan Connect and also the Annual Performance Report.

The information contained within this report reflects the position based on the data available at the time of publication (March 2018)