Public performance reports
Finance and workforce
The Council Plan Connect, outlines our outcomes for 2022-27. Connect Outcomes 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 lives and prospects of everyone in South Lanarkshire’ our outcomes show how our work links with our partners including our Community Planning Partners.
For daily updates, stories, and what’s going on in your area, visit our information and news website South Lanarkshire View.
Each year we produce Annual Performance Spotlights which summarise how we have performed in achieving our Connect Outcomes. To complement these we have created a suite of individual Public Performance Reports that focus on key areas of council business. This report outlines the performance in relation to our Finance, Budgeting, and Workforce and how this links to the outcomes of our Value to be ambitious, self-aware, and improving.
The following performance information and indicators relating to finance, budgeting, and workforce measure our efficiency in processing and charging for services and collecting debts and income. Efficient use of public money becomes ever more important as budgets continue to be squeezed and funding becomes more and more scarce. Articles relating to budget setting can be found in the online news pages South Lanarkshire View, the new Financial sustainability and budget transparency web page and information on Budget setting Consultations is also available on the website.
Revenues
Revenue expenditure is the cost of running services: for example salaries, electricity, supplies, and minor repairs. This will be offset by Revenue income or money received from, for example, the sale of goods or services, admission fees, and commissions. In 2024-25 actual revenue funding of £984 million was raised from three main sources:
- funding from Scottish Government grants and Non domestic rates - £778 million (79%)
- Council Tax - £161 million (16%)
- Reserves - £45 million (5%)
More on the council's revenue financial information is included in the Annual Report and Accounts.
Percentage of invoices that were paid within 30 days – Target 90%
What this means
30 calendar days represent the normal credit term period by which debts should be paid. This indicator calculates how many invoices are paid within this timescale.
Why this matters
This indicator allows the council to keep track of payments to ensure the target is being achieved.
Our performance and how we compare
| Comparator | 2022-23 | 2023-24 | 2024-25 | Are we improving? |
|---|---|---|---|---|
| SLC | 91.8% | 94.2% | 93.2% | No |
| Scotland | 90.6% | 93.1% | 93.1% | Unchanged |
How we have performed in improving this public service
The reduction in the volume of invoices included in the PI relates to the significant number of invoices processed early in March 2024 due to the migration to Oracle Fusion and some realignment of the invoices within scope of the PI due to improved categorisation. Although processing performance reduced, this exceeds the performance target of 92.5% and is considered a positive outcome for the first processing year of a new financial management system.
To see how we compare against other councils, links to the data are available in the 'Benchmarking' paragraph on the Improvement and how we compare page on our website.
In South Lanarkshire, Council Tax accounts for approximately 16% of the funding required to pay for the range of services that we provide for the residents of the area. It is essential that we not only maximise this source of income by collecting as much as possible of the income due but that we also ensure that the cost of collecting the income is kept as low as possible.
Percentage of income due from Council Tax received by the end of the tax year – Target 95.2%
What this means
The amount of Council Tax actually collected is expressed as a percentage of the total amount due in the year.
Why this matters
This indicator allows efficiencies in the collection of Council Tax to be compared between years.
Our performance and how we compare
| Comparator | 2022-23 | 2023-24 | 2024-25 | Are we improving? |
|---|---|---|---|---|
| SLC | 97.0% | 96.4% | 96.4% | Unchanged |
| Scotland | 96.2% | 95.5% | 95.5% | Unchanged |
How we have performed in improving this public service
TThe percentage of income due from Council Tax in 2024-25 has remained consistent with the previous year.
Actions: Work to maximise council tax income collection will continue in 2025-26, utilising all available recovery methods.
To see how we compare against other councils, links to the data are available in the 'Benchmarking' paragraph on the Improvement and how we compare page on our website.
The Local Government Benchmarking Framework (LGBF) is the result of ongoing work by various agencies including Scottish local authorities, the local government Improvement Service, SOLACE, and CoSLA to create a framework to enable councils to work together to develop and use performance information in a way that will help understand variations, share good practice and improve services.
The final results for Scotland for 2024-25 were published by the Improvement Service via their dashboard explore the data. To coincide with this, see the report detailing all our LGBF Results with contextual information, comparison with the Scottish results and explanatory narrative. The council's own dashboard of strategic benchmarking indicators was developed in partnership with the Local Government Improvement Service to better reflect the council’s priorities and support scrutiny of progress of the Outcomes in council’s plan Connect.
Cost indicators are detailed and explained in full under the appropriate service Public Performance Report. A summary of the indicators and the status is included below:
Cost indicators
These indicators use financial data to calculate the cost of providing services. To see how we compare against other councils, links to the data are available in the 'Benchmarking' paragraph on the Improvement and how we compare page on our website.
| Indicator | 2022-23 | 2023-24 | 2024-25 | Are we improving? |
| Cost per primary school pupil | £7,364 | £7,635 | £7,755 | No |
| Cost per secondary school pupil | £8,755 | £9,124 | £9,277 | No |
| Cost per pre-school pupil | £11,177 | £11,733 | £11,151 | Yes |
| The gross cost of children looked after in residential-based services per child per week | £4,477 | £5,159 | Not available | Not available |
| The gross cost of children looked after in a community setting per child per week | £360.00 | £404.00 | Not available | Not available |
| Older persons (65+) home care costs per hour | £31.52 | £38.47 | £35.48 | Yes |
| Average weekly cost per person (age 65+) in residential care | £736 | £742 | £676 | Yes |
| Cost per attendance at sports facilities | £4.75 | £4.05 | £4.28 | No |
| Cost per library visit | £3.82 | £2.44 | £2.83 | No |
| Cost per museum visit | £2.61 | £1.71 | £1.61 | Yes |
| Cost of parks and open spaces per 1,000 population | £32,304 | £26,732 | £23,007 | Yes |
| Net cost of waste collection per premise | £88.16 | £92.46 | £83.48 | Yes |
| Net cost of waste disposal per premise | £106.24 | £125.99 | £116.02 | Yes |
| Net cost of street cleaning per 1,000 population | £19,632 | £18,863 | £17,507 | Yes |
| Spend per km of road | £17,762 | £18,429 | £14,378 | No |
| Cost of trading standards per 1,000 population | £3,088 | £3,403 | £3,003 | Yes |
| Cost of environmental health per 1,000 population | £12,900 | £12,122 | £11,280 | Yes |
| Cost of planning and building services per application | £5,710 | £5,794 | £4,994 | Yes |
| Investment in economic development and tourism per 1,000 population |
£72,841 | £60,418 | £79,565 | Yes |
| The cost per dwelling of collecting council tax |
£6.72 | £6.57 | £6.23 | Yes |
| Gross value added (GVA) per capita |
£20,624 | £22,838 | Not available | Not available |
(Figures correct as at 17 December 2025). An explanatory narrative for the movements in performance above can be found in the LGBF Results report for 2024-25
The percentage of the highest paid 5% of employees who are women
What this means
This indicator provides a picture of the current gender balance in more senior posts.
Why this matters
The delivery of quality services is dependent on a trained and motivated workforce, and it is essential that councils’ employment policy reflects their commitment to equal opportunities. This helps identify areas of potentially unfair or discriminatory practices.
Our performance and how we compare
| Comparator | 2022-23 | 2023-24 | 2024-25 | Are we improving? |
|---|---|---|---|---|
| SLC | 59.6% | 62.3% | 62.0% | No |
| Scotland | 58.9% | 59.8% | 60.3% | Yes |
How we have performed in improving this public service
The number of women within the Top 5% earners has slightly decreased from the previous period. This is due to a higher number of female employees who were previously within the 5% threshold either terminating their employment, flexibly retiring or reducing their hours compared with their male counterparts.
Actions: We will continue to monitor pay gap information and take action as required.
To see how we compare against other councils, links to the data are available in the 'Benchmarking' paragraph on the Improvement and how we compare page on our website.
The gender pay gap
What this means
This indicator provides a picture of the gap in pay between men and women employed by councils.
Why this matters
Employers are required (under Section 7 of The Equality Act 2010 (Specific Duties) (Scotland) Regulations 2012) to publish a single gender pay gap figure, which is the percentage difference between men’s and women’s hourly pay, excluding overtime. The delivery of quality services is dependent on a trained and motivated workforce, and it is, therefore, essential that councils’ employment policy reflects their commitment to equal opportunities. The indicator provides a picture of the current gender pay gap between male and female employees. This will help councils to identify areas of potentially unfair or discriminatory practices as well as provide a baseline for measuring improvement over time. The indicator does not deal with equalities relating to ethnicity, disability, or sexual orientation.
Our performance and how we compare
| Comparator | 2022-23 | 2023-24 | 2024-25 | Are we improving? |
|---|---|---|---|---|
| SLC | 3.2% | 2.7% | 1.5% | Yes |
| Scotland | 2.5% | 1.7% | 1.3% | Yes |
How we have performed in improving this public service
Performance has improved in 2024–25 through continued monitoring of pay and grading and taking appropriate action to address inconsistencies. This includes job evaluation exercises which have resulted in improved rates of pay for some female employee groups. South Lanarkshire Council’s pay gap is now lower than the Scottish average for the first time.
Actions: We will continue to monitor gender pay gap information and act as required. We continue to plan and implement improvements in partnership with trade union representatives in line with the principles of ‘Delivering a fairer future’.
To see how we compare against other councils, links to the data are available in the 'Benchmarking' paragraph on the Improvement and how we compare page on our website.
Sickness absence days per teacher
What this means
This indicator calculated the sickness absence days per teacher.
Why this matters
Sickness absence in the public sector is widely regarded as being a significant cost to councils. This indicator is important because it allows councils to compare these rates and establishes which councils are dealing effectively with this issue. This indicator looks at the effectiveness of the HR function in terms of impact on the overall levels of sickness absence for teachers through the development of processes and procedures, and training for managers. Services should aim to reduce the number of shifts/days lost through sickness absence over time.
Our performance and how we compare
| Comparator | 2022-23 | 2023-24 | 2024-25 | Are we improving? |
|---|---|---|---|---|
| SLC | 7.4 | 8.0 | 8.6 | No |
| Scotland | 6.8 | 7.6 | 7.8 | No |
How we have performed in improving this public service
The number of days lost due to sickness has increased compared to 2023-24 due to an increase in long term and short-term absences. Throughout the year, the absence rates were higher than the previous year, apart from May and July, which both recorded a decrease.
Actions: There is a cross-council focus on improving absence levels. Case management discussions between managers and Personnel ensure actions are being progressed appropriately.
To see how we compare against other councils, links to the data are available in the 'Benchmarking' paragraph on the Improvement and how we compare page on our website.
Sickness absence days per employee (non-teacher)
What this means
This indicator calculated the sickness absence days per employee (non-teacher).
Why this matters
Sickness absence in the public sector is widely regarded as being a significant cost to councils. This indicator is important because it allows councils to compare these rates and establishes which councils are dealing effectively with this issue. This indicator looks at the effectiveness of the HR function in terms of impact on the overall levels of sickness absence in the service through the development of processes and procedures, and training for managers. Services should aim to reduce the number of shifts/days lost through sickness absence over time. Sickness rates tend to vary considerably between services, and the rates for operational staff within the fire & rescue service are generally high in comparison with the public sector average. This is explained in part by the hazardous nature of the work, and the special needs in respect of fitness. This indicator is defined in accordance with ‘Value for Money in public sector corporate services’ (May 2007) and amended guidance issued in June 2011, published on behalf of the joint UK audit bodies.
Our performance and how we compare
| Comparator | 2022-23 | 2023-24 | 2024-25 | Are we improving? |
|---|---|---|---|---|
| SLC | 13.9 | 14.4 | 15.5 | No |
| Scotland | 13.2 | 13.9 | 14.5 | No |
How we have performed in improving this public service
The number of days lost due to sickness has increased compared to 2023-24 due to an increase in long term absences. Throughout the year, the absence rate was higher than the previous year apart from July and August which reported a decrease.
Actions: There is a cross-council focus on improving absence levels. Case management discussions between managers and Personnel ensure actions are being progressed appropriately.
To see how we compare against other councils, links to the data are available in the 'Benchmarking' paragraph on the Improvement and how we compare page on our website.
Claimant count as a % of working age population
What this means
This measure calculates the number of people of working age claiming either jobseeker’s allowance or Universal Credit, as a percentage of the working age population.
Why this matters
Employability is a key national policy objective and local authorities are currently working to deliver a range of employment support programmes. These schemes often include working in partnership with commercial and third sector providers.
Data is sourced from ONS Nomis - Official Census and Labour Market Statistics
Our performance and how we compare
| Comparator | 2022-23 | 2023-24 | 2024-25 | Are we improving? |
|---|---|---|---|---|
| SLC | 3.2% | 2.8% | 2.6% | Yes |
| Scotland | 3.2% | 3.1% | 3.0% | Yes |
How we have performed in improving this public service
The rate for South Lanarkshire has improved slightly in 2024-25 and is below (better than) the Scottish.
(SLC does not contribute to this result in isolation – it should be pointed out that there are many external factors affecting the data)
To see how we compare against other councils, links to the data are available in the 'Benchmarking' paragraph on the Improvement and how we compare page on our website.
Claimant count as a % of 16-24 population
What this means
This measure calculates the number of people aged 16 to 24 claiming either jobseeker’s allowance or Universal Credit, as a percentage of all 16 to 24 year olds.
Why this matters
Employability is a key national policy objective and local authorities are currently working to deliver a range of employment support programmes. These schemes often include working in partnership with commercial and third sector providers.
16 to 24 year olds have been disproportionately affected by the pandemic. Schemes like The Young Persons Guarantee and No One Left Behind are being administered locally to improve opportunities for young people to get into work.
Data is sourced from ONS Nomis - Official Census and Labour Market Statistics
Our performance and how we compare
| Comparator | 2022-23 | 2023-24 | 2024-25 | Are we improving? |
|---|---|---|---|---|
| SLC | 3.5% | 3.5% | 3.3% | Yes |
| Scotland | 3.6% | 3.5% | 3.4% | Yes |
How we have performed in improving this public service
The rate for South Lanarkshire has improved compared with last year's result and lower (better than) the Scottish average in 2024-25.
To see how we compare against other councils, links to the data are available in the 'Benchmarking' paragraph on the Improvement and how we compare page on our website.
(SLC does not contribute to this result in isolation – it should be pointed out that there are many external factors affecting the data)
The council’s Annual Report and Accounts contain very detailed financial information but also a summary of highlights of the year from the Leader of the Council and the Chief Executive Officer. This is audited by our external auditors Audit Scotland and we obtained a ‘clean’ audit certificate. This audit opinion and other judgments on the council’s financial sustainability and management, governance, transparency, and Best Value are included in the annual Auditor's Report (AAR).
South Lanarkshire Leisure and Culture Annual Report outlines the work and highlights the financial information for the Leisure Trust which delivers all leisure and cultural activities on behalf of the council.
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 Revenues and costs can be found in the following Resource Plans:
- Finance and Corporate Resource Plan
- Community and Enterprise Resource Plan
- Education Resource Plan
- Housing and Technical Resource Plan
- Social Work Resource Plan
Twice a year, performance reports are presented to Resource committees on progress against the Resource Plans. In addition, reports detailing progress against the Council Plan Connect Outcomes are prepared - see Quarter 2 (September) and Quarter 4 (March - year end) performance reports for further information.
More information on our outcomes can be found in the Council Plan Connect and also the Annual Performance Spotlights
Local Government Benchmarking Framework (LGBF) allows councils to work together, to use performance information in a way which will help understand variations, share knowledge, expertise and good practice, with a view to making improvements. For more information and links relating to this framework go to the 'Benchmarking' paragraph on the Improvement and how we compare page on our website.
The information contained in this report reflects the position based on the data available at the time of publication (March 2026).
- Public performance reports
- Assets
- Benefits and funding administration
- Children and families social work
- Community care
- Justice social work
- Economic development
- Education of children
- Environmental health and trading standards
- Housing and homelessness
- Leisure and culture
- Planning and building standards
- Finance and workforce
- Roads, transportation and fleet
- Street cleaning and grounds maintenance
- Sustainable Development and Climate Change
- Waste management
- Working with communities
- Assessment and review
- Financial sustainability and budget transparency