Public performance reports
Assets
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 priorities 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 which focus on key areas of council business. This report outlines the performance in relation to our assets and how this links to the outcomes around properties, schools, housing, Information Technology, vehicles.
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 the council's needs in terms of scale, condition, location, suitability and corporate image. This is based on the Corporate Standard that property should be in good condition, well maintained, well used and energy and cost efficient.
- An appropriate supply of good quality energy efficient housing which is well managed and well maintained and meets the needs of the tenants and the Scottish Housing Quality Standard (SHQS).
- A well-maintained roads network which meets the needs of the residents and communities and promotes economic growth and the preservation of rural communities. For more information see our Roads and lighting report.
- 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.
The council produces a Corporate Asset Management Plan covering all asset categories; namely housing, fleet, roads and ICT. For more information see our Corporate Asset Management pages on the council's website.
The council continues to deliver a Property Investment Programme, investing £26.7m in properties in 2024/25, of which £5.5m, was spent on delivery of the education programme.
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.
Percentage 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 measure the suitability of our properties for both legislative and operational requirements.
Our performance and how we compare
| Comparator | 2022-23 | 2023-24 | 2024-25 | Are we improving? |
|---|---|---|---|---|
| SLC | 95.3% | 95.6% | 95.4% | No |
| Scotland | 86.1% | 85.5% | 85.7% | Yes |
How we have performed in improving this public service
Performance has decreased slightly, compared to last year. The total buildings classified as suitable for their current use decreased slightly as a number of properties assessed as suitable were subject to concessionary leases and Community Asset Transfers.
Action: Continued implementation of the council's asset management strategy and plans will ensure a clear focus which will optimise council buildings to ensure they are suitable.
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.
Percentage 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 satisfactory condition and fit for purpose for the services being provided.
Our performance and how we compare
| Comparator | 2022-23 | 2023-24 | 2024-25 | Are we improving? |
|---|---|---|---|---|
| SLC | 88.9% | 90.3% | 90.3% | Maintaining |
| Scotland | 89.7% | 89.8% | 90.3% | Yes |
How we have performed in improving this public service
Performance has remained the same as last year.
Despite the current financial climate and reduced funding to Scottish Local Authorities, the figures show that, through programmes of prioritised capital investment and planned preventative maintenance, performance remains positive for the majority of categories of property.
Actions: Through the asset management process and discussions with services on the opportunities to reduce the number of assets, we continue to work towards our aim of achieving a sustainable core estate. It is anticipated that the Estates Review will lead to further changes to the asset base.
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.
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 council has a tenanted, non-residential, lease portfolio which consists of 555 properties, with a gross rental income of £3,412,193 as at 31 March 2025.
Management of tenanted, non-residential, portfolio
% of lease portfolio properties that are void
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 properties that are 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 | 2022-23 | 2023-24 | 2024-25 | Are we improving? | |
|---|---|---|---|---|---|
| SLC | 9.6% | 10.3% | 11.71% | No | |
| Scotland | 1.8% | 8.4% | 8.2% | Yes | |
How we have performed in improving this public service
Demand for industrial properties and ground remains high. Retail is similarly strong in smaller traditional units, e.g. tenemental properties, in areas outwith shopping centres.
Occupancy in business centres/ offices remains a challenging sector as businesses, who pre-covid would have leased space, are now working from home.
% debt of invoiced income (target 5%)
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 debt against invoiced income.
Why this matters
This indicator allows us to ensure that we are managing the recovery of rent effectively.
Our performance and how we compare
| Comparator | 2022-23 | 2023-24 | 2024-25 | Are we improving? | |
|---|---|---|---|---|---|
| SLC | 1.8% | 8.4% | 8.16% | Yes | |
| Scotland | N/A | N/A | N/A | ||
How we have performed in improving this public service
As the costs of running a business increase, for example, energy costs, tenants can find it challenging to meet their outgoing costs. The council is proactively engaging with tenants in debt to prevent arrears from increasing.
- investment in the housing stock continued with approximately £24.8m invested in 2024-25 on refurbishment work. Currently, 83.59% of the housing stock meets the SHQS, and a further 11.41% are exempt on the grounds of work refusals by tenants, residents or other permitted abeyances
- reporting on the 2025 and 2032 EESSH2 Milestones were put on hold pending a review by the Scottish Government. It has now been confirmed that EESSH2 will be replaced by the new Social Housing Net Zero Standard. If we were reporting EESSH1, the figure at year-end 2024-25 was 96%
Further information on the performance with respect to Housing assets is available in the Public Performance Report for Housing and Homelessness.
Fleet Services manages and maintains the council's fleet of over 1,400 vehicles. The vehicle fleet includes those used for refuse collection, road maintenance, street sweeping and passenger transport.
Percentage of council vehicles presented externally for an MOT, without additional work being required Target 95%
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 indicates that the council’s fleet of vehicles is maintained to a high standard throughout the year. Passing the MOT first time is cost-effective as it means that a second MOT does not need to be paid for.
Our performance and how we compare
| Comparator | 2022-23 | 2023-24 | 2024-25 | Are we improving? |
|---|---|---|---|---|
| SLC | 98.5% | 96.0% | 91.0% | No |
| Scotland | Not available | Not available | Not available | Not available |
How we have performed in improving this public service
Of the 191 vehicles presented externally for an MOT in 2024-25, 173 (91%) of them passed first time without any additional work being necessary. Of the eighteen vehicles that failed an MOT, six of them were able to be repaired on-site and passed later that same day, so minimising operational downtime and eliminate unnecessary travel to and from the test centre. Although lower than the 95% target set by Fleet Services, it compares favourably when considered against the average local authority pass rate of 66% reported by the Association for Public Service Excellence.
Key achievements
Fleet Services continues to manage and maintain the council’s fleet of over 1,400 vehicles, ensuring vehicle safety and roadworthiness, and limiting vehicle exhaust emissions by operating a robust maintenance regime. In doing so, operational downtime is limited.
We continue to invest in the operational roads network in South Lanarkshire. Further information on the performance with respect to road infrastructure is available in the public performance report for Roads, transportation and fleet.
How much of our road network is in need of repair? Target < 31.9%
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 the Roads and Lighting report on the cost of road maintenance.
Our performance and how we compare
| Comparator | 2022-23 | 2023-24 | 2024-25 | Are we improving? |
|---|---|---|---|---|
| SLC | 30.8% | 31.9% | 32.5% | No |
| Scotland | 33.6% | 34.1% | 31.9% | Yes |
How we have performed in improving this public service
This figure is derived from the Scottish Collaboration of Transportation Specialists (SCOTS) Road Condition Index (RCI) survey, which is undertaken each year. The target of 31.9% for 2023-25 is based on the results for the period 2022-24. The actual figure for 2023-25 of 32.5% indicates a regression of 0.6% of the amount of our road network in an amber or red status. This is higher than the national figure of 31.9%.
Deterioration is also showing across individual road categories to a similar extent. It is hoped that with an increase in capital funding we will be able to stabilise the condition of the network in the coming year.
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.
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:
- Community and Enterprise Resource Plan
- Finance and Corporate Resource Plan
- Housing and Technical 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 and Quarter 4 performance reports for further information.
More information on our outcomes can be found in the Council Plan Connect and 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 within 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
- Grounds maintenance and street cleaning
- Sustainable Development and Climate Change
- Waste management
- Working with communities
- Assessment and review
- Financial sustainability and budget transparency
- Employability