Public performance reports

Assets

The Council Plan Connect, outlines our objectives for 2017-22. Connect Priorities 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 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 an Annual Performance Spotlights which summarise how we have performed in achieving our Connect Priorities. 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 of many of our objectives and services, including properties, schools, housing, Information Technology, vehicles.

Note: Some 2019-20 performance and results were impacted by the Covid 19 pandemic.

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. 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 of South Lanarkshire and the Scottish Housing Quality Standard (SHQS) 
  • A well maintained roads network which meets the needs of the residents of South Lanarkshire 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 £30.1 million in our properties in 2019/20, of which the majority, £19.3 million, spent on delivery of the Education Programme. By April 2020, 127 primary schools have been replaced or refurbished, resulting in 100% of the primary school population now being taught within modernised accommodation. For more information on the schools modernisation programme see our Education of children PPR report.

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.

Assessment score

% 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 2017-18 2018-19 2019-20 Are we improving?
SLC 96.5% 96.3% 96.8% Yes
Scotland 81.0% 82.1% 82.5%
How we have performed in improving this public service

Performance has increased slightly over the last year but remains significantly above the Scottish average. 

To see how we compare against other councils, the data is available on the public performance reporting tool mylocalcouncil.

 % 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 2017-18 2018-19 2019-20 Are we improving?
SLC 86.8% 87.4% 87.5% Yes
Scotland 86.3% 87.2% 88.6%
How we have performed in improving this public service

Performance has increased steadily but is now slightly below the Scottish average. Measures are in place through the Asset Management Strategy to mitigate risks and sustain the performance of our assets.

To see how we compare against other councils, the data is available on the public performance reporting tool mylocalcouncil.

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 tenanted, non-residential, lease portfolio which consists of 708 properties, with a gross rental income of £4.972 million as at 31 March 2020.

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  2016-17  2018-19 2019-20 Are we improving?
% of lease portfolio properties that are void 8.2% 7.5% 7.1% Yes
% debt of invoiced income (Target 5%) 5.4% 8.4% 10.04% No
How we have performed in improving this public service

Continued focus on void and debt reduction remains the priority.

  • Investment in the housing stock continued with over £21 million invested in 2019/20 on internal and external refurbishments, resulting in the improvement of the stock achieving SHQS. Currently, 93.22% of the housing stock meets the SHQS and further 6% is exempt on the grounds of work refusals by tenants, residents or other permitted abeyances. 
  • The percentage of housing stock meeting the new Energy Efficiency Standard for Social Housing (EESSH) standard is currently 93.39%, an in crease from last year (91.10%) and above the target set which was 93.10%.at 31 March 2019. 

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

Fleet Services manage and maintain the council's fleet of over 1,800 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 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 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 2018-19 2019-20 2020-21 Are we improving?
SLC 93% 96% 96% Stayed the same
Scotland N/A N/A N/A
How we have performed in improving this public service In 2020-21, 96% of the vehicles presented externally for an MOT passed without any additional work being required. This pass rate compares favourably to the annual target of 95% and is consistent with the previous years’ performance.

 Key achievements

Managed and maintained the council's fleet of 1,856 vehicles and items of plant machinery 

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 the Public Performance report for Roads and Lighting.

How much of our road network is in need of repair? - Target - <31.8%

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 2016-17 2017-18 2018-19 Are we improving?
SLC 33.1% 31.8% 31.3% Yes
Scotland 36.4% 36.7% 36.3%
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 2018-19, 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.

To see how we compare against other councils, the data is available on the public performance reporting tool mylocalcouncil.

The provision and implementation of an effective Digital ICT 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 2017-18 2018-19 2019-20 Are we improving?
100% 100% 99.7% No
How we have performed in improving this public service

Performance remains above target. Very slight drop in percentage due to an increase of faults logged.

 

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 2017-18 2018-19 2019-20 Are we improving?
100% 100% 100% No change
How we have performed in improving this public service Performance remains at 100%.
  • Delivery of five new primary schools
  • 99.9% of primary school children now taught in a modern environment
  • Managed and maintained the council’s fleet of over 1,831 vehicles and items of plant machinery
  • Completion of 90 new build homes
  • Deployment of voice over IP (VoIP) telephone in large council offices

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

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 Priorities are prepared.

More information on our objectives 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. At the core of the framework is an agreed suite of performance indicators. We report the results for these indicators, over time, on the website. Additionally, you can compare our LGBF results with other councils' using the mylocalcouncil tool. Not all local authorities are alike and so family groups of eight ‘similar’ councils have been set up for comparison purposes. Workshops take place throughout the year to discuss the indicators and results – South Lanarkshire Council is actively involved in these discussions.

The information contained within this report reflects the position based on the data available at the time of publication (February 2021)