Agenda Document Pack - Enterprise and Fair Work Committee - 14/11/2025
North Lanarkshire Council · 14 November 2025
Back to Enterprise and Fair Work Committee — 14 November 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Clerk Name: Clare Louise McDonald Clerk Telephone: 07350 435308 Clerk Email: committee@northlan.gov.uk 5 November 2025 Members of the Enterprise and Fair Work Committee Chief Executive’s Office Rachel Blair Chief Officer (Legal & Democratic) Civic Centre, Windmillhill Street, Motherwell ML1 1AB www.northlanarkshire.gov.uk Notice is given that a Meeting of the Enterprise and Fair Work Committee is to be held in the Council Chamber, Civic Centre, Windmillhill Street, Motherwell, ML1 1AB on Friday, 14 November 2025 at 10:00 AM which you are requested to attend. The agenda of business is attached. Rachel Blair Chief Officer (Legal & Democratic) Members : A McVey, F McKay, M Boyd, A Bustard, J Cairns, G Currie, P Di Mascio, K Docherty, A Duffy-Lawson, H Dunbar, W Goldie, H Gray, J Hume, A Khan, J Leckie, F MacGregor, A Masterton, B McCulloch, M McPake, L Mitchell, L Nolan, G Robinson, R Sullivan, A Thomas, C Williams. Page 1 of 128
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Agenda 1 Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 Operational 2 Cumbernauld Town Centre Update Submit report by the Chief Office (Place) providing an update on the progress with the development of plans for The Centre, Cumbernauld. 5 - 14 3 Coatbridge Regeneration Plan and Investment Plan Submit report by the Chief Officer (Place) summarising progress made on the development, approval and submission of a Regeneration Plan and accompanying 4-year Investment Plan for Coatbridge. 15 - 36 4 Town Action Plans Update Submit report by Chief Officer (Place) providing an update on the progress made towards the implementation and delivery of the Town Action Plans. 37 - 62 5 External Funding Update Submit report by the Chief Officer (Place) providing an update on the Council's recent progress in developing and securing external funding for physical regeneration projects across North Lanarkshire. 63 - 70 6 Routes to Work Ltd - Appointment of Category B Directors Submit report by the Chief Officer (Place) seeking approval of the appointment of two new Category B directors to Routes to Work Limited (RTW). 71 - 76 Performance 7 Routes to Work Ltd – Performance & Finance Report Submit report by Chief Officer (Place) setting out the operational and financial performance for Routes to Work Ltd against its charitable objectives and Council priorities for Q4 2024/25 to the end of Q1 2025/26. 77 - 94 Page 3 of 128
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8 Fusion Assets’ Performance & Financial Monitoring Report Submit report by the Chief Officer (Place) setting out the operational and financial performance of Fusion Assets Limited during the first six months of 2025/26 (up to 30 September 2025). 95 - 116 Contracts 9 Contract Award for Management Services for The Centre Cumbernauld Submit report by the Chief Officer (Place) advising of action taken to award a contract for Management Services for The Centre Cumbernauld, to Gatehouse Property Management Limited. 117 - 128 Page 4 of 128
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North Lanarkshire Council Report Enterprise and Fair Work Committee Does this report require to be approved? ☐ Yes ☒ No Ref SH/PH Date 14/11/25 Cumbernauld Town Centre Update From Pamela Humphries, Chief Officer (Place) E-mail HodgeS@northlan.gov.uk Telephone Stuart Hodge 07583 091571 Executive Summary The Cumbernauld Town Vision was formally approved by Policy & Strategy Committee in September 2021. As one of the first steps in delivering Cumbernauld’s Town Vision, the Council acquired ‘The Centre Cumbernauld’ (TCC) in June 2023. Since then, there has been significant progress in the development of the plans for the regeneration of Cumbernauld town centre, including engagement with businesses and members of the public. The purpose of this report is to provide an update on progress so far on the regeneration of Cumbernauld town centre, as well as detailing works undertaken within TCC itself during 2024, alongside the programme for 2025 and beyond. Recommendations It is recommended that the Enterprise and Fair Work Committee: (1) Acknowledges progress with the development of plans for The Centre Cumbernauld The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (2) Refocus our town centres and communities to be multi- functional connected places which maximise social, economic, and environmental opportunities Programme of Work Transforming Places Item 2 Page 5 of 128
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1. Background 1.1 In September 2021, the council approved the publication of Town Visions for its eight town centres, including its largest town, Cumbernauld, as part of its core investment programme for ‘The Place – The Vision’ for North Lanarkshire. 1.2 Built primarily over the 1960/70s, The Centre Cumbernauld (including car parks) extends to over 5 hectares in size and is architecturally the most prominent structure within the town centre. 1.3 Through consultation work undertaken to develop the Cumbernauld Town Vision and the community engagement work carried out to seek feedback on this proposal, the acquisition of The Centre Cumbernauld, its demolition and its redevelopment was identified as central to community aspirations and ambitions for a new, successful, and attractive town centre. The redevelopment of the Centre would also, over time, open opportunities to regenerate land recently occupied by Fleming House and other public buildings such as, the Tryst, the Link, Bron Way, Cumbernauld New Town Hall and Cumbernauld Health Centre. 1.4 Due diligence work to purchase ‘The Centre Cumbernauld’ (TCC) was commissioned in March 2021 and a project team was set up shortly afterwards. The Policy and Strategy Committee approved the purchase of TCC (in September 2021) subject to the conclusion of due diligence works and also endorsed the proposed interim arrangements for the asset and property management of the Centre. 1.5 Negotiation discussions were held with the owners of the centre (HAMCAP [Cumbernauld] LLP) and the purchase of TCC was subsequently approved by Finance and Resources Committee in March 2022. 1.6 Acquisition was delayed whilst an application for TCC to be given listed building status was duly considered by Historic Environment Scotland (HES). In November 2022, HES advised that parts of the Town Centre met the criteria for listing, but they did not intend to list it at this time due to the fact that the council’s plans for TCC were at an advanced stage. There was also strong local opposition to the listing proposal from Cumbernauld residents. 1.7 The delay, whilst the listing application was being considered, enabled the council to re-apply for Levelling Up Funding from the UK Government. An application was submitted for £9.225m to support the acquisition of TCC and the future demolition of Fleming House as part of the future regeneration plans. In January 2023, the council received confirmation that its application for LUF for Cumbernauld had been successful and the acquisition of The Centre Cumbernauld concluded on 30th June 2023. Page 6 of 128
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2. Report Current Timescales 2.1 It was estimated that following acquisition, the demolition of the Centre would occur in two stages over a period of up to 10 years. The construction of the Hub and associated infrastructure would commence thereafter. The table below shows the key milestones for the rundown and demolition of The Centre Cumbernauld: Managing Agents 2.2 As outlined in a separate report to this committee, following a competitive tender process, Gatehouse Property Management have been awarded the contract for provision of Asset and Property management services at the Centre, Cumbernauld. The contract award commenced on 1 October for a period of 5 years with the option to extend the contract for 4 x 1-year increments if required. Management of leases 2.3 The demolition of Phase 4 (the newer part of the town centre) remains on programme to commence in 2027. 2.4 Upon acquisition, there were seven tenants with leases that expired after 2027 when demolition is due to commence. There are currently only three leases still operating and the council, via Gatehouse, are in discussions with each tenant regarding either relocation or lease buy out. 2.5 The majority of tenants operating within Phase 4 were served with a Notice to Quit (NTQ) in September 2025 (there was no requirement to issue NTQs to those tenants on rolling monthly leases). These were issued to prevent tacit relocation from reoccurring and confirms that the lease terms and conditions will not continue beyond the current lease expiry date. A number of tenants have since agreed short term rolling leases on new terms. Page 7 of 128
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2.6 Six tenants have recently relocated from Phase 4 into a new unit within Phase 1 & 2 and agreed new lease terms. Discussions continue with other tenants regarding relocation. 2.7 A number of tenants have also relocated from the Centre into the Antonine Centre,Way. Discussions with the owners of the Antonine Centre confirm that a number of other tenants remain in dialogue over possible relocation. To facilitate this, the Antonine have subdivided larger retail units to accommodate tenant requirements. The Antonine owners are presently examining available space on the first floor level and whether conversion to commercial space is possible and whether it would be commercially viable to do so. 2.8 The level of rent and service charge arrears owned to the council by tenants is an issue of concern as it impacts on the income available to pay for the running costs of the centre. The council and Gatehouse are working to proactively manage the level of arrears by negotiating repayment plans with tenants or commencing appropriate action should this approach be required. Tenants who are in arrears will not be able to relocate within the Centre without constructive engagement around arears repayment. 2.9 Two sections of the Cumbernauld Town Centre are owned by third parties: Avon House and Cornerstone House. In order to progress with the second stage of demolition and the wider redevelopment of TCC, both properties require to be acquired by the council. 2.10 An agreement in principle has been reached to acquire Avon House the details of which were approved by Finance and Resources Committee in September 2025, although the acquisition has not yet concluded. Third Sector 2.11 A number of local third sector organisations are currently operating from the Centre. These tenants are mainly based within Phase 1 / 2 which will be part of Stage 2 demolition works and therefore not currently seeking to relocate elsewhere. Nonetheless, Officers have begun engagement to understand their needs and requirements moving forward. A mapping exercise is presently underway to determine the current space being used and the existing space in and around the town centre. 2.12 Recognising the size of the third sector currently within the Centre, and the limited options for re-location around the town centre, the council recently acquired the former United Reform Church in Carbrain which may provide options for co-location of some third sector organisations. A condition survey is presently underway to identify necessary repairs. Discussions with the third sector will be held to identify the best use of the space over the longer term. Improvement Works / Repairs 2.13 As previously advised to Committee, during the due diligence process prior to acquisition, the overall condition of the property was assessed, and it was recognised Page 8 of 128
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there would be a need for investment in essential repair works to ensure The Centre could continue to operate safely and effectively for both tenants and customers. 2.14 A programme of prioritised works has been ongoing over the past 18-months. The majority of the works are being undertaken within Phase 1 / 2 of the building as demolition is not due to commence until at least 2031. This has primarily focused upon undertaking roofing works to reduce water penetration and replacement of two lifts. 2.15 As Phase 4 nears closure in 2027 and the number of vacant units increase, only essential works within Phase 4 will now be undertaken. This ensures this part of the Centre will remain safe for tenants and customers whilst also minimising costs to tenants and the Council from the Service Charge budget as there are fewer repairs to fund. Future development 2.16 In recognition of the limited space in and around the town centre, options around a “modular village” were being explored by the council as a possible option to assist with relocation of tenants within the wider town centre. A feasibility study was commissioned to consider delivery options, costs, potential demand and rental income. Unfortunately, based in the initial findings from this study, due to the substantial development costs, and the likely level of demand from existing and new tenants, it seems unlikely that this will be a viable option. Demolition 2.17 The council is currently progressing with the development of the procurement strategy for the appointment of demolition consultant engineers. The appointed consultants will develop a demolition specification and methodology for the down taking of Phase 4 of the Centre. The demolition consultant would also provide input on the tender development to appraise appropriate routes to market to procure a demolition contractor. It is currently estimated that demolition of Phase 4 will start in 2027 and take up to two years to complete. 2.18 The demolition of Fleming House was completed as per programme and the vacant site is now being prepared and made good for potential short term uses. During the redevelopment works, the Fleming House site will need to remain as level and clear ground to facilitate the access and egress of the future demolition of the Megastructure (Phase 1 / 2 of TCC). Masterplanning 2.19 The council is currently progressing with the development of the procurement strategy for the selection and appointment of a design team to commence the delivery of a masterplan for Cumbernauld. To facilitate the tender brief and scope of services discussions have been ongoing with internal and external stakeholders, including NHS Lanarkshire, SPT and utility providers. Page 9 of 128
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2.20 As previously reported to Committee, a 6-week long exhibition in the library during August and September 2024 showed high level concept ideas and comments were gathered to facilitate the development of the Masterplan brief. 2.21 The current timescales indicate a consultant being appointed by the council in 2026. It is anticipated that the development of a Concept Masterplan will take approximately two years to complete, due to its complexity and extensive public and stakeholder engagement that will be required to develop it fully. Communication Strategy 2.22 Given the complexity and likely duration of the regeneration plans for Cumbernauld town centre, the importance of an effective communication strategy is recognised to help ensure effective communication and engagement with all key stakeholders on both the short term and longer term plans for Cumbernauld town centre. 2.23 Since May 2024, various written communications have been issued to all business and third sector tenants operating within The Centre Cumbernauld. This has involved inviting tenants to attend a one-to-one meeting with officers from the Councils’ City Deal and Regeneration team, to discuss the current regeneration plans, anticipated timescales and to discuss tenants’ intentions going forward. Letters are hand delivered by members of the project team to enable tenants to become familiar with the team and also offers the opportunity for informal discussions where appropriate or convenient to the tenant. 2.24 To date, approximately 60% of businesses and third sector organisations have attended a one-to-one meeting. Around 75% of the remaining tenants located within the Stage 1 demolition area have engaged with the project team. 2.25 Officers continue to attempt to engage with those tenants who have not yet responded. From meetings held to date, the overwhelming majority of tenants are supportive of the redevelopment of Cumbernauld town centre and have highlighted underinvestment in The Centre previously which has contributed to a number of the ongoing issues. 2.26 All businesses are being offered the opportunity for a referral to the Business Gateway Lanarkshire service. To date, 15 businesses have taken up this opportunity to speak to a dedicated Business Adviser to receive free, impartial business support and advice. Support and advice offered is wide ranging and can look at business growth plans, property searches, succession planning and potential funding available to businesses on a project-by-project basis. 2.27 Window graphics have also been installed in some vacant shop units within The Centre to provide information on the Concept Designs with QR codes used to direct people to the North Lanarkshire Council website where there are dedicated pages relating to the Cumbernauld town centre regeneration project, including a Frequently Asked Questions section. Alongside this, window wraps have been installed to direct people to Cumbernauld Library to try to help increase footfall, with further window wraps Page 10 of 128
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currently being designed, as well as designs for the hoarding surrounding the former Fleming House site. 3. Measures of success 3.1 Some measures of success include: • The procurement and establishment of long-term management agents for The Centre Cumbernauld by 1 October 2025. • Completion of Fleming House demolition in 2025 • Completion of repair works to improve the shopping experience for customers, and help retain businesses to maximise rental income. • Supporting businesses and third sector organisations to relocate either within the town centre or to an alternative location of their preference. • The development and approval of a Masterplan for Cumbernauld town centre. • Stage 1 demolition of The Centre Cumbernauld commencing in 2027. 4. Supporting documentation 4.1 Web site link for further information: www.northlanarkshire.gov.uk/RegeneratingCumbernauld. Pamela Humphries Chief Officer (Place) Page 11 of 128
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? There are several financial impacts associated with the management of the Centre prior to demolition, including managing the non-domestic rates liability as premises are vacated. All options to mitigate the potential rates liability are being proactively considered, in consultation with Finance, and the Assessor. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ Page 12 of 128
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If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e-mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ Page 13 of 128
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If Yes, please provide a brief summary of the impact? As outlined in the report. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? All relevant project risks are contained within the project risk register which is monitored and reviewed on an ongoing basis. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex-Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 14 of 128
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North Lanarkshire Council Report Enterprise and Fair Work Committee Does this report require to be approved? ☐ Yes ☒ No Ref PFN/KG Date 14/11/25 Coatbridge Regeneration Plan and Investment Plan From Pamela Humphries, Chief Officer (Place) E-mail grayki@northlan.gov.uk Telephone Kirsty Gray 07583 669626 Executive Summary As reported to Committee in May, the Long-Term Plan for Towns programme launched in 2023 by the then UK Government was rebranded as the Plan for Neighbourhoods early this year by the new UK Government elected in July 2024. Coatbridge was confirmed as one of 75 areas included within the rebranded programme and has been awarded £19.5M in UK Government funding. This funding is a mixture of capacity funding for the development phase of establishing a Neighbourhood Board, carrying out community engagement and capacity building activity, and developing a Regeneration Plan; and capital and revenue funding for the 10-year delivery phase which will commence in April 2026. Development of a Regeneration Plan for Coatbridge, setting out a 10-year strategic vision for the delivery phase based on local priorities, and an accompanying 4-year Investment Plan for the first Investment Period (2026/27-2029/30), is a key milestone to be met to unlock the first tranche of delivery phase funding of £6.6M. New guidance on preparing and submitting the Regeneration Plan was issued by the UK Government in June 25. The Regeneration Plan and 4-year Investment Plan require to be submitted to the UK Government for approval by a deadline of 28 November 2025 and require to be approved by the Coatbridge Neighbourhood Board, the relevant local MP and the Chief Financial Officer of the council prior to submission. This paper provides a summary of progress made on the development, approval and submission of a Regeneration Plan and accompanying 4-year Investment Plan for Coatbridge. Recommendations It is recommended that the Committee: (1) Acknowledges the content of this report and updates in relation to the development, approval and submission of a Regeneration Plan and accompanying 4-year Investment Plan for Coatbridge to secure the Plan for Neighbourhoods delivery phase funding over a 10-year period. (2) Endorses the Regeneration Plan and 4-year Investment Plan for Coatbridge which it is intended to submit to the UK Government by the deadline of 28 November 2025. Item 3 Page 15 of 128
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1. Background 1.1 On 30th September 2023, the UK Government announced that 55 towns would benefit from £1.1billion levelling up investment as part of a long-term plan for towns across the UK. Coatbridge was awarded £19.5M in UK Government funding through its Long Term Plan for Towns programme. 1.2 As part of this investment, 7 towns in Scotland were awarded £20M each to deliver activity over a ten-year period (£2M funding per year) including Coatbridge. 1.3 Following a review of previous funding commitments, the current UK Government’s Ministry of Housing, Communities and Local Government (MHCLG) has introduced the “Plan for Neighbourhoods”, a £1.5billion initiative successor scheme aimed at investing in 75 areas across the UK over the next decade. 1.4 The programme seeks to address regional disparities by empowering local communities to rejuvenate their neighbourhoods, fostering economic growth, and enhancing living standards. 1.5 As with the Long-Term Plan for Towns, Scotland will receive a £200 million share of the funding, distributed among ten neighbourhoods. Each area is set to receive up to £20million over a decade, empowering local communities to determine investment priorities through Neighbourhood Boards composed of residents, businesses, and community organisations. Coatbridge was confirmed as one of the ten Scottish towns to receive this Plan for Neighbourhoods funding. 1.6 The council is the accountable body for this funding and is responsible for establishing and supporting a Coatbridge Town Board which will oversee the development and delivery of the Long-Term Plan for Coatbridge. 1.7 Significant work has already been undertaken to establish the Neighbourhood Board in Coatbridge (previously the Town Board) and engage with local people in Coatbridge to establish priorities and inform the initial 4-year Investment Plan. Following the issue of new guidance by the UK Government in June, the Regeneration Plan for Coatbridge and accompanying 4-year Investment Plan have been finalised for submission to the UK Government by a deadline of 28 November 2025. 1.8 Approval of the Regeneration Plan and 4-year Investment Plan by the UK Government is a key milestone to be met in order to unlock the first tranche of capital and revenue delivery phase funding of £6.6M, from April 2026. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (2) Refocus our town centres and communities to be multi- functional connected places which maximise social, economic, and environmental opportunities Programme of Work Transforming Places Page 16 of 128
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2. Report 2.1 Regeneration Plan for Coatbridge 2.1.1 In accordance with the updated guidance issued by the UK Government in June 2025, Neighbourhood Boards are required to work with local people and their relevant local authority to prepare a Regeneration Plan for their area. The Regeneration Plan is a strategic document. It should outline the local community’s vision for the future, with a clear plan for how the Neighbourhood Board will deliver the local community’s priorities for change supported by an initial 4-year Investment Plan. 2.1.2 The Investment Plan will include the projects and interventions the Board intend to pursue over this period, supported by the local authority and other organisations including community based and third sector organisations, to deliver against the priority outcomes within the Regeneration Plan and the strategic objectives of the Plan for Neighbourhoods Programme. These strategic objectives are: • Stronger Communities; • Thriving Places; • Taking Back Control. 2.1.3 Development of the Regeneration Plan for Coatbridge has been informed by an extensive programme of community consultation and engagement activity undertaken in 2024. From this activity, three Priority Outcomes have been identified against which Investment Plans will be developed over each Investment Period. The first Investment Period is the 4 year period over financial years 2026/27 – 2029/30. The Priority Outcomes for the Coatbridge Regeneration Plan are as follows: • More Opportunities for Young People – to help improve health and wellbeing, develop skills and improve life chances; • Invest in What We Have – to provide improved opportunities to address health inequalities and to access local culture and sport offerings; • A Safe and Friendly Town Centre – the heart of the community. A place where people can access key local services and socialise together. A place where businesses can start-up and thrive. 2.1.4 A 10-year Vision Statement has also been prepared for the Regeneration Plan. This vision statement takes into account feedback received during the consultation period and from the Coatbridge Neighbourhood and the challenges and opportunities for Coatbridge identified through analysis of socio-economic data. The Vision Statement is reflective of the existing strengths of Coatbridge, with the Plan for Neighbourhoods investment providing the opportunity to build on these existing strengths while addressing identified challenges. 2.1.5 The revised Vision Statement is provided below. By 2036, Coatbridge will be a more vibrant place with the town’s existing strengths enhanced. A place where people and local businesses can thrive. • Coatbridge’s communities will be stronger, with better social cohesion and more opportunities to come together, while empowering young people to shape the future of the town. Page 17 of 128
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• Coatbridge’s key physical assets will be improved, better connected and promoted to ensure they can be enjoyed by current and future generations. • Coatbridge’s Main Street will become a vibrant heart of the town, better connected to its key assets and neighbourhoods. The town centre will be seen as a hub for civic, community and social life. 2.1.6 A 7-week period of community consultation was undertaken over July and August on the Regeneration Plan Priority Outcomes and proposed project ideas included within the initial 4-year Investment Plan to confirm community support. The results of the consultation showed strong support from Coatbridge residents for the priorities and emerging projects identified. A final version of the Regeneration Plan and accompanying 4-year Investment Plan was therefore presented to the Coatbridge Neighbourhood Board meeting on 6 October 2025 for approval. This approval was received, enabling the next stages of approval to be progressed for the submission deadline of 28 November 2025 in line with the UK Government Guidance. The executive summary of the Regeneration Plan and the Investment Plan can be found in Appendix 1. 2.1.7 The approvals and consultation process on the Coatbridge Regeneration Plan and initial 4-year Investment Plan is summarised in Table 1. Table 1 Approval and Consultation Milestone Timescale Establishment of the Coatbridge Town Board (now the Coatbridge Neighbourhood Board) April 2024 Programme of consultation and engagement activity undertaken in support of developing the Coatbridge Regeneration Plan and first Investment Plan 2024 New Plan for Neighbourhoods Prospectus launched by the UK Government. March 2025 Proposed Coatbridge Regeneration Plan priorities and draft Investment Plan presented to Coatbridge Neighbourhood Board • Board approval in principle. Action agreed to carry out community consultation on priorities outcomes and draft Investment Plan May 2025 Updated Regeneration Plan preparation and submission guidance issued by the UK Government. June 2025 Community consultation on priority outcomes and draft Investment Plan undertaken, coordinated with summer programmes. Banners located in a number of community venues with the link to an online survey. 1,435 responses received. July – August 2025 7-week period Page 18 of 128
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Update on the Regeneration Plan consultation provided to Coatbridge Neighbourhood Board. Feedback received from the board on the vision statement. August 2025 Final version of Regeneration Plan and initial 4-year Investment Plan approved by the Coatbridge Neighbourhood Board. October 2025 Approval of Regeneration Plan and 4-year Investment Plan by NLC Chief Financial Officer. October 2025 Endorsement of Regeneration Plan sought from Enterprise and Fair Work Committee November 2025 Submission deadline to the UK Government 28 November 2025 2.2 Investment Plan: First Investment Period (2026/27-2029/30) 2.2.1 As part of the Regeneration Plan submission, the Coatbridge Neighbourhood Board is required to submit an initial 4-year Investment Plan with the proposed projects and initiatives for the first investment period of 2026/27-2029/30. 2.2.3 Over the first Investment Period, Coatbridge will receive £5,306,000 capital funding and £1,352,000 revenue funding, totalling £6,658,000, subject to approval of the Regeneration Plan and accompanying Investment Plan by the UK Government. The Plan for Neighbourhoods funding provides an opportunity to lever in external funding over each Investment Period to support local regeneration priorities and to deliver additionality and wider benefits over existing investment commitments. 2.2.4 The projects and initiatives within the first Investment Plan will be developed and delivered through a range of methods involving services across the council and partners along with community based and third sector organisations. Throughout the first and subsequent Investment Periods, council officers will support and work closely with the Neighbourhood Board to ensure that the investment proposals brought forward continue to align with local priorities. 2.3 Governance Arrangements 2.3.1 The Coatbridge Neighbourhood Board is responsible for overseeing development and delivery of the Regeneration Plan and associated Investment Plans. In accordance with UK Government guidance, the Coatbridge Neighbourhood Board membership includes the MP and MSP for the local area; two councillors from the local authority and a senior representative from Police Scotland. Confirmation of the board chairperson, membership and boundary arrangements was submitted to the UK Government in April 2025. 2.3.2 As noted above, North Lanarkshire Council are the accountable body for the funding received, with responsibility for ensuring that public funds are distributed fairly and effectively and that funds have been managed in line with the Nolan Principles and Managing Public Money principles. The council will also be responsible for compliance with legal responsibilities in relation to subsidy control and procurement. Page 19 of 128
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3. Measures of success 3.1 The Plan for Neighbourhoods will aim to raise living standards, reduce social exclusion, spread opportunities for young people, improve health and wellbeing, build stronger and more cohesive communities and reduce crime and anti-social behaviour in some of the most left-behind areas in the country. 3.2 The measures of success for delivery of the Regeneration Plan for Coatbridge are the outcomes resulting from the capital and revenue investment over the 10-year delivery period. Monitoring of outcome delivery will be undertaken in accordance with guidance from the UK Government, once issued. 3.3 The delivery programme will seek to maximise community benefits from capital investment contracts awarded for the Project. Community Benefits will be secured through the procurement of services and works and will be targeted in particular at initiatives to deliver skills, education and training outcomes for young people and health and wellbeing benefits, in line with the priority outcomes of the Coatbridge Regeneration Plan. Community benefit outcomes will also be linked to the council’s Single Outcome Agreement and Corporate Outcomes and the relevant local outcomes which underpin these at a Service level. 4. Supporting documentation 4.1 Appendix 1 Executive Summary of the Regeneration Plan and the Investment Plan 4.2 Appendix 2 Investment Plan 2026/27 – 2029/30 Pamela Humphries Chief Officer (Place) Page 20 of 128
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Potential positive impact to promote equality. Equality Impact Assessments will be carried out for the projects and initiatives within the Regeneration Plan and Investment Plans during development stages with regular reviews during the project lifecycle. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☒ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? UK Government Funding of £19.5M has been allocated to Coatbridge through the Plan for Neighbourhoods programme over a 10-year delivery programme. The funding will be received in line with the funding profile provided by the UK Government. Approximately £2M per year of the programme will be received, with 75% capital and 25% revenue funding. North Lanarkshire Council as the accountable body for the funding will be responsible for ensuring the funding is distributed fairly and effectively and that funds have been managed in line with the Nolan Principles and Managing Public Money principles 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The City Deal and Regeneration Team will work with the council’s Legal Services to ensure compliance with legal responsibilities in relation to subsidy control and procurement. Page 21 of 128
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5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Capital projects developed by the council as part of the Regeneration Plan will be subject to relevant environmental and sustainability appraisal and as part of the design process and subsequent planning application approvals (where relevant) and procurement. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Regeneration Plan for Coatbridge and the delivery of the projects will continue to be promoted through Corporate Communications and by the Coatbridge Neighbourhood Board. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? A risk register for the Coatbridge Plan for Neighbourhoods programme and individual projects will be developed and monitoring in line with the council’s Risk Management Strategy and Project Management Framework. Page 22 of 128
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5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). Potential positive impact to promote the wellbeing of children and young people and increase opportunities for young people. A youth engagement strategy will be delivered as part of the capacity building stage which will include a CRWIA. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 23 of 128
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Appendix 1: Executive Summary of the Coatbridge Regeneration Plan Coatbridge Regeneration Plan, October 2025 Executive Summary Introduction Coatbridge has been awarded £19.5M in funding from the UK Government as part of the ‘Plan for Neighbourhoods’ programme, for delivery over a 10-year investment period. The Coatbridge Neighbourhood Board (“the Board”), established in April 2024, has worked with North Lanarkshire Council and the local community to develop a Regeneration Plan for the town, outlining its vision for the next decade. The Coatbridge Neighbourhood Board is responsible for overseeing delivery of the Regeneration Plan through an initial 4-year Investment Plan, and subsequent 3-year investment plans, with support from North Lanarkshire Council as the accountable body for the funding. The Board oversaw an extensive community engagement process during 2024, which gathered input from various stakeholders to identify current challenges and opportunities, as well as the aspirations of local residents. Based on this feedback, a set of outcomes and local priorities has been established, with a series of proposed interventions for the first 4- year Investment Plan identified against these outcomes, laying the foundation for Coatbridge’s long-term goals. The Coatbridge Regeneration Plan document sets out: • A vision for the future of Coatbridge, informed by the Coatbridge community, and • A clear plan for how the Coatbridge Neighbourhood Board will deliver this vision for change over the next ten years, with a programme of investment and local capacity building. It highlights key investment themes and proposed interventions shaped by the wishes of local people and summarises how the investment themes and interventions will address the identified challenges in the local area to deliver improved outcomes and transformative change for Coatbridge over the next decade. It also details how the Regeneration Plan for Coatbridge aligns with wider strategies, regeneration and investment programmes for Coatbridge and how the Plan for Neighbourhoods funding will deliver additional benefits and enhanced outcomes for the area. The Regeneration Plan has been set out against nine section headings, in line with UK Government guidance issued in June 2025. Headline points within each section are summarised within this executive summary. Section 1: Local Context Section 1 of the Regeneration Plan sets out the story of Coatbridge so far. It provides an introduction to the local community, including its history, identity, people and economy. It also provides an overview of recent and planned investment through regeneration, asset and development programmes of North Lanarkshire Council and its partners, as part of the town’s story so far. Page 24 of 128
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Headline points within this section include: • Coatbridge has a number of strong and valued assets which have the potential to be enhanced both for the local community and to attract additional visitors and footfall to central areas of the town. These include the Summerlee Museum of Industrial Life and the Time Capsule leisure centre. • As well as existing strengths and opportunities, Coatbridge also faces a number of challenges which supports the case for its inclusion within the UK Government’s Plan for Neighbourhoods Programme. These challenges concern both the socio-economic characteristics and physical fabric of areas of the town where targeted action is required to address local priorities, as identified through an extensive programme of community and stakeholder consultation. • Revitalising the town centre is a key focus of this Regeneration Plan, in response to local feedback which identified it as a primary goal. Local residents wish to see the Main Street restored to a vibrant and flourishing heart of the town, reinstating a stronger sense of pride in their town. • Local people also identified creating more activity and opportunities for young people and enhancing existing assets in the town that they value and contribute to a strong sense of identity as key priorities. These priorities are reflected within this Regeneration Plan. • Local Outcome Improvement Plans (LOIPs) have been prepared for each Community Board in North Lanarkshire, outlining key priorities for each board area. The Coatbridge LOIP recognises that the biggest assets in the Coatbridge area are the local people, community and voluntary sector networks and the community led approaches that are already in place. These existing strengths and the established community partnership working approach in the town provide a sound basis for the development and delivery of community-led initiatives identified within the Investments Plans that will support this Regeneration Plan. Section 2: Spatial Targeting Section 2 of the Regeneration Plan provides a map of the geographic boundary of Coatbridge and provides a description of areas within this boundary where the Coatbridge Neighbourhood Board intends to focus funding and interventions. The main challenges and opportunities for Coatbridge town centre are identified within this section. These have been taken into consideration when formulating the strategic vision for Coatbridge and identifying initiatives to deliver on this vision over the delivery period. Page 25 of 128
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Headline points within this section include: • There is a wide range of socio-economic characteristics across the town’s neighbourhoods, with a number of datazones within the top 20% most deprived according to the Scottish Index of Multiple Deprivation. Further detail on socio-economic data is provided within Section 4 – Strategic Case for Change. • A primary goal identified by residents of Coatbridge is to re-establish the town centre as the heart of the town. There is a clear wish for the town centre to be a vibrant and well-connected centre that brings people together from all neighbourhoods. • Across Coatbridge and its neighbourhoods, there are physical assets and strong community foundations that can be built upon to improve the prospects for the town and its people. • The priorities and outcomes identified within this Regeneration Plan will contribute towards the delivery of positive change against the identified areas of need. Section 3: Vision for the Future Section 3 of the Regeneration Plan sets out the strategic vision for Coatbridge over the next decade. It details where, why and how funds will be targeted and managed over the 10-year investment period, taking into account analysis of socio-economic data. It provides the detailed vision of the Coatbridge Neighbourhood Board over the next decade, identifies specific areas for intervention and what change will be delivered in these areas. It also details what success looks like at the end of the programme. The vision statement of the Coatbridge Regeneration Plan is: “By 2036, Coatbridge will be a more vibrant place, with the town’s existing strengths enhanced. A place where people and local businesses can thrive”. To realise this vision, the board will focus on delivering three key objectives: 1. Coatbridge’s communities will be stronger, with better social cohesion and more opportunities to come together, while empowering young people to shape the future of the town. 2. The full potential of Coatbridge’s key assets will be unlocked to ensure they can be enjoyed by current and future generations. 3. Coatbridge’s Main Street will become a vibrant heart of the town, better connected to it’s key assets and neighbourhoods. The town centre will be seen as a hub for civic, community and social life. The vision statement is supported by the following Local Outcomes and Priorities, which will form the basis for initiatives and projects brought forward within each investment period: 1. More Opportunities for Young People – to help improve health and wellbeing, develop skills and improve life chances. Page 26 of 128
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2. Invest in What we Have – to provide improved opportunities to address health inequalities and to access local culture and sport offerings. 3. A Safe and Friendly Town Centre – the heart of the community. A place where people can access key local services and socialise together. A place where local businesses can start up and thrive. Headline points within this section include: • Positive aspects identified through community engagement have been reflected within the vision statement, outcomes and priorities through a focus on building on the community’s existing strengths and creating better opportunities and prospects for future generations. • Negative and challenging aspects identified during community engagement have informed the priorities for change. • The Regeneration Plan will target the priorities for change through: - Physical regeneration and redevelopment projects that deliver additional investment in Coatbridge’s key assets, greenspaces and community facilities and to regenerate vacant buildings and vacant units on Main Street. - Support and capacity building for community based and third sector organisations by delivering community grant programmes; delivering events and activities and identifying and facilitating partnership working opportunities to deliver improved skills, learning outcomes and training opportunities for young people. - Targeted support for businesses and vacant commercial properties by developing business support and vacant unit grant programmes and working in partnership with private sector property owners and retailers. • The measures of success are the outcomes resulting from the capital and revenue investment. Progress towards delivery of the measures of success will be assessed at Years 4, 7 and 10 of the delivery period against the identified baseline positions. Section 4 – Strategic Case for Change Section 4 of the Regeneration Plan provides an outline of the strategic case for change in Coatbridge. It summarises evidence showing economic need, market failure and social disadvantage. It sets out the priorities for change identified in the community engagement and shows how these priorities align to the objectives for the Plan for Neighbourhoods programme. Page 27 of 128
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Headline points within this section include: • Coatbridge has areas of socio-economic disadvantage and economic need which support it’s inclusion within the Plan for Neighbourhoods programme. This is evident from socio-economic data sources and reinforced by a data pack produced in July 2025 by the UK Government. Headline statistics from the Scottish Index of Multiple Deprivation SIMD include: - Across the town, 8,234 people are income deprived, 18% of the population - Claimant rate is higher compared to the National, Scottish and UK average - 25% of the 16-64 population is economically inactive - Estimated Life Expectancy is below the Scottish average - People aged 16-64 with no formal education qualifications are almost 2.5 times higher in Coatbridge (20.1%) than the Scottish average (7.8%) • This socio-economic context data and evidence of economic need has been considered, along with analysis of challenges and opportunities and feedback from extensive community consultation activities over 2024, to inform the identification of local priority outcomes for the Coatbridge Regeneration Plan. This includes a focus on improving health and wellbeing, skills and the life chances of young people and addressing health inequalities. • Investment Plans for each investment period will seek to deliver additionality through targeted action and engagement activities to support improved resilience, health and wellbeing, access to services and digital connectivity in communities across Coatbridge. Particular areas of need will be identified through working with the council’s Community Partnership Team, Community Learning and Development Service, Coatbridge Community Board and the Third Sector. • The three priority outcomes of the Coatbridge Regeneration Plan align with the Plan for Neighbourhoods Objectives: Thriving Places, Stronger Communities and Taking Back Control. • Detail is provided within the Regeneration Plan on the background to each priority outcome and the interventions proposed against each outcome in the initial 4-year investment plan. • The project ideas detailed within the Regeneration Plan form the basis for the Investment Plan for the First Investment Period (2026/27-2029/30). They also lay the foundations for medium and long-term aspirations, for delivery over subsequent investment periods. • Delivery of a programme of projects, combined with initiatives focussed on expanding community capacity and cohesion; community empowerment; skills development; improving health and wellbeing and access to opportunities, will deliver outcomes against the local priorities and measures of success. Page 28 of 128
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Section 5 – Alignment with other programmes and investments Section 5 of the Regeneration Plan contains a summary of how the proposed activity for the Coatbridge Regeneration Plan will align with and complement existing planned programmes, visions and strategies. Headline points within this section include: • The Coatbridge Regeneration Plan aligns with the Plan for North Lanarkshire as well as a variety of other key strategies, action plans and improvement plans and supports delivery of the Coatbridge Town Centre Vision. • In 2020, North Lanarkshire Council published a vision statement for rethinking its town centres and setting out bold ambitions for all towns, through engagement and participation. • The Regeneration Plan for Coatbridge has been developed on behalf of the Neighbourhood Board following the town receiving funding from the UK Government Plan for Neighbourhoods programme. It is a separate and more progressed vision study, based on in-depth analysis and stakeholder engagement. While it takes into consideration and largely aligns with the Coatbridge town vision’s key priorities, the list of proposed interventions differ, as they are based on our community engagement outcomes and local people’s wish list. • The Plan for North Lanarkshire sets the direction for North Lanarkshire Council and its partners. Key delivery programmes of the council stemming from the Plan for North Lanarkshire include the New Supply Programme, which aims to provide 6,000 additional affordable homes by 2035, and the Town and Community Hubs programme. The Coatbridge Regeneration Plan will complement these existing investment plans and deliver additional benefits and outcomes for the town against the local priorities identified. Section 6 – Match Funding and Leveraged Investment Section 6 of the Regeneration Plan outlines how the Neighbourhood Board will attract and maximise opportunities for match funding and investment. Page 29 of 128
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Headline points within this section include: • The Regeneration Plan for Coatbridge aims to have a transformative impact on the town and provide a catalyst for wider investment, providing a vision and an investment prospectus that will allow the Neighbourhood Board, council and partners to engage with private, public and philanthropic investors and attract and maximise opportunities for investment in Coatbridge. • The availability of secured match funding (whether capital or revenue), as the Plan for Neighbourhoods funding for Coatbridge provides, can increase the competitiveness of funding bids, whether submitted by the local authority, a community group or third sector organisation. It can increase the chances of success of funding bids by demonstrating support from the Coatbridge Neighbourhood Board, in line with an approved Regeneration Plan for the town. • The council has and will continue to provide staff resource support to the Board to support both strategic and project development, to ensure the Regeneration Plan for Coatbridge aligns with wider investments to maximise the opportunities for levering in additional investments and match funding. Section 7 – Community and Stakeholder Engagement Section 7 of the Regeneration Plan outlines the community and stakeholder engagement carried out to develop the Regeneration Plan. It also outlines how it will be ensured that the local community and stakeholders are involved in the ongoing development and delivery of the Regeneration Plan over the next 10 years. Headline points within this section include: • The community of Coatbridge was engaged throughout development of the Regeneration Plan, in a process that was designed to foster a sense of ownership of future ideas and proposals. • Community consultation worked towards identifying local priorities and objectives for change. • Continuing to develop project ideas with the local community is necessary for each investment period • Jump Research was commissioned in 2024 to undertake quantitative research to support development of the Coatbridge Regeneration Plan. The research findings summarised that generally, Coatbridge is a positive place to live and work. • 80% of all suggestions for ‘one thing to do’ for future projects related to regeneration. 99% of respondents to face to face interviews conducted across Coatbridge said that regeneration of the town centre and heritage was important (26%) or very important (73%). • Continued community and stakeholder engagement throughout the delivery period is vital to ensure projects and initiatives within each investment period continue to respond to local needs and opportunities. Page 30 of 128
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Section 8 – Governance Section 8 of the Regeneration Plan outlines the roles and responsibilities for the Neighbourhood Board and North Lanarkshire Council and confirms how the programme will be managed in line with the Nolan Principles. It also provides a high- level overview of the process for appraising and approving investments. Headline points within this section include: • North Lanarkshire Council is the accountable body for the Coatbridge Regeneration Plan and is required to provide assurance to the UK Government that its funding is being used for approved purposes and meets Best Value duties. • The Council has established an independent Coatbridge Neighbourhood Board to develop and deliver the Regeneration Plan. The council provides ongoing advisory and secretariat support to the board. Terms of reference are in place to govern the operation of the board. • The Neighbourhood Board is not a legal entity. It is not the accountable body for any grant or funding regime. • The board are aware of and will manage the programme in line with the principles and standards expected for projects and proposals as outlined in Managing Public Money. The board members and the council will ensure that the Nolan Principles for standards in public life, are upheld in the carrying out of all business and activities of the Neighbourhood Board. • The Council will support the board with the development and delivery of projects within the Regeneration Plan and is responsible as the accountable body for the undertaking of procurement activity and management of contracts, in line with applicable Procurement Regulations and the Council’s General Contract Standing Orders and Financial Regulations to ensure that Best Value is achieved. • Grant conditions and/or funding agreements will be put in place by the council to govern funding contributions issued via grant programmes to community groups/organisations, third sector organisations and businesses. Section 9 – Assurance Section 9 of the Regeneration Plan provides a high-level description of how the local authority will ensure that the programme is delivered in line with best value standards and managing public money. Headline points within this section include: • The council, as the accountable body for the Regeneration Plan for Coatbridge, has adequate and robust assurance systems in place to ensure that public funds are spent for the purpose intended. • All formal assurance will be provided to the UK Government by the council’s Chief Officer (Financial Solutions) who will liaise with other council officers engaged in supporting the Neighbourhood Board to ensure that Best Value duties are being met. Page 31 of 128
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Appendix 2: Investment Plan 2026/27 – 2029/30 Outcome Neighbourhood Plan Intervention(s) Project / Initiative Proposed Delivery Profile More opportunities for young people: to help improve health and wellbeing, develop skills and improve life chances. Allocated budget - £1M Creating more opportunities and activities for the community and in particular young people was identified as a priority during community engagements. Measures to improve community cohesion. Creating and improving green spaces, community gardens, watercourses and embankments in the local area, along with incorporating natural features into wider public spaces. Improvements to existing green spaces to make them safer and more attractive for the community and younger people. • Basin Park – deliver a safe public space with covered social seating for teenage girls to socialise in, and to be used as a base for activities, events, and Learning. • West End Park and Dunbeth Park – Greenspace improvements to enhance these community assets • West End Park - Improvements to existing skate park. Funding type: capital 2026/27 (engagement) 2028/29 (delivery) 2026/27 (engagement/ design) 2029/30 (delivery) 2026/27 (engagement) 2027/28 and 2028/29) (delivery) Funding to support the development, improvement and promotion of the visitor economy, such as local attractions, historical trails, cultural tours, campaigns and other related tourism products. A community-wide heritage themed festival centred around the Monklands Canal: • organised in partnership with Friends of Monklands Canal and celebrating its rich history and cultural significance for the town Funding type: revenue 2026/27 – 2029/30 Investment in capacity building and infrastructure support for local civil society, youth and community groups. Supporting the development and expansion of youth activity and engagement programmes: Funding type: revenue 2028/29 – 2029/30 Page 32 of 128
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Outcome Neighbourhood Plan Intervention(s) Project / Initiative Proposed Delivery Profile • Deliver on outcomes and priorities for service delivery and projects identified from engagement with young people including hard to reach groups. • Expand the youth programme at the Time Capsule Investment in capacity building and infrastructure support for local civil society, youth and community groups. Community grants for activities and events across Coatbridge. • An open-call fund for community groups to organise and run events and activities, with priority to be given to young people Funding type: revenue 2026/27 – 2029/30 Investment in capacity building and infrastructure support for local civil society, youth and community groups. Investment in current community venues and facilities across Coatbridge • Community grants to support community based voluntary organisations to deliver new/improved facilities and services. Funding type: revenue (first investment period) 2026/27 – 2029/30 Invest in what we have – to provide improved opportunities to address health inequalities and access local culture and sport offerings Funding to support the development, improvement and promotion of the visitor economy, such as local attractions, historical trails, cultural tours, campaigns and other related tourism products. Summerlee Museum Improvements and redevelopment works • A masterplan has been developed with improvements to the museum’s grounds and facilities to enable it to host further community activities and utilise its space to its full potential. Contribution to match external funding being sought by NLC. Funding type: capital 2027/28 and 2028/29. Page 33 of 128
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Outcome Neighbourhood Plan Intervention(s) Project / Initiative Proposed Delivery Profile Allocated budget - £3.2M Summerlee Museum, the Time Capsule and Monklands Canal were identified as key assets for Coatbridge through community engagement activity that would benefit from further investment. Improving links between the town’s key attractions was also identified as a priority. Funding for improvements to town centres, neighbourhoods and high streets, including capital spend and running costs. Integration and co-location of health and wellbeing services Enhancements to the Time Capsule • Improvements to external signage at the site and on main approach routes • Funding contribution to support enhancement of the facilities on offer at the Time Capsule, over and above NLC commitments. Funding type: capital 2026/27 Proposed contribution profiled for the second investment period. Support for active travel enhancements in the local area. Creating and improving greenspaces, community gardens, watercourses and embankments in the local area, along with incorporating natural features into wider public spaces. Improvements along the Monkland Canal • This could include improvements to the canal path, heritage interpretation, arts projects and natural play. Scope of the improvements which could be implemented to be further developed, working with Scottish Canals and other potential partners. Funding type: capital 2026/27 (Feasibility) 2029/30 (Detailed design) Support for active travel enhancements in the local area. Better links between key attractions (Summerlee Museum, Time Capsule, Main Street and Drumpellier Park). • Improved surfaces, safety and aesthetic appearance with potential integration of heritage information. • Improved path connections and linkages with a focus on improving links between the town centre, Summerlee and the Time Capsule Funding type: capital 2026/27 (design) 2028/29 and 2029/39 (delivery) Page 34 of 128
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Outcome Neighbourhood Plan Intervention(s) Project / Initiative Proposed Delivery Profile A safe and friendly town centre: The heart of the community. A place where people can access key local services and socialise. A place where local businesses can start up and thrive. Budget allocation - £2.03M Residents expressed a strong desire to revitalise Main Street and re-establish it as the heart of the town during community engagement activity. Funding for improvements to town centres, neighbourhoods, and high streets, including capital spend and running costs. Creating and improving green spaces, community gardens, watercourses and embankments in the local area, along with incorporating natural features into wider public spaces. Main Street Improvements • Improving the safety and appearance of Main Street including buildings and public spaces, new tree planting, street furniture, lighting and CCTV. • Enhancing the arrival spaces and connections to Main Street to ensure they are safe and inviting, including public realm improvements, pedestrian connections between Main Street and Summerlee, working with building owners. Funding type: capital 2026/27 to 2029/30 Funding for improvements to town centres, neighbourhoods and high streets, including capital spend and running costs. Re-use of vacant town centre units/ buildings and town centre business support. • Explore opportunities for repurposing vacant units and buildings, develop additional or enhanced grant programmes to help encourage the re-use of vacant units and support town centre businesses. Funding type: capital and revenue 2026/27 – 2029/30 Funding for improvements to town centres, neighbourhoods and high streets, including capital spend and running costs. Events and Activities on Main Street • The Events sub-group would lead on the development of a town centre events programme with assistance from NLC and an events management company. This could include Christmas, Easter and Halloween events. Funding type: revenue 2027/28 – 2029/30 Page 35 of 128
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Outcome Neighbourhood Plan Intervention(s) Project / Initiative Proposed Delivery Profile Investment Plan 2026/27 – 2029/30 overview Initial 4-year investment plan sub-total: £6.23M NLC staff support for project development and project management activity to ensure successful delivery of the Investment Plan £0.42M Investment Plan 2026/27-2029/30 total: £6.65M Page 36 of 128
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North Lanarkshire Council Report Enterprise & Fair Work Committee Does this report require to be approved? ☒ Yes ☐ No Ref CM/TAP/25 Date 14/11/25 Town Action Plans Update From Pamela Humphries, Chief Officer (Place) E-mail mcintyrec@northlan.gov.uk Telephone Craig McIntyre 07583 059022 Executive Summary The purpose of this report is to update committee on the progress being made toward the implementation and delivery of the actions set out in the Town Action Plans for Kilsyth, Airdrie, Bellshill, Motherwell, Wishaw and Shotts. The Town Action Plans are to be subject to regular review, and this report details activity as at financial year end 2024/25. This report presents a review of the Town Action Plan Proposals tables (Appendix 1) with a commentary on progress to date and whether the actions are still deliverable in the agreed timeline. Committee should note that the regeneration of Coatbridge and Cumbernauld town centres are not being promoted through Town Action Plans but through bespoke project proposals in the form of the Cumbernauld Masterplan (presently being developed) and the Coatbridge Plan for Neighbourhoods. Recommendations It is recommended that the Enterprise and Fair Work Committee: (1) Acknowledge the content of this report and the progress made towards the long term ambitions and delivery of the Town Action Plans as set out in Appendix 1. (2) Endorse the proposed bi-annual review of the Town action plans from 2026/27, informed by the Town Centres Health Checks which are currently being developed. (3) Agree to the Town Action Plan tables to be updated as set out in Appendix 1. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (2) Refocus our town centres and communities to be multi- functional connected places which maximise social, economic, and environmental opportunities Programme of Work Transforming Places Item 4 Page 37 of 128
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1. Background 1.1 In September 2021, the Policy & Strategy Committee approved the Town Visions for all eight town centres within North Lanarkshire (Kilsyth, Cumbernauld, Airdrie, Coatbridge, Bellshill, Motherwell, Wishaw and Shotts) 1.2 Town Action Plans which stem from the Town Visions were produced in consultation with the community, including engagement with the Community Boards and their sub groups. Site specific investment and development proposals were identified and discussed in partnership with the Community Boards and the general public, through a formal engagement and consultation process to ensure that the community were directly involved in the development of the draft Town Action Plans. 1.3 The Town Action Plans were approved in two tranches. Phase 1 covered Airdrie, Motherwell and Wishaw and were approved at the Enterprise and Fair Work Committee in September 2023. Phase 2 covered Kilsyth, Bellshill and Shotts and were approved at the Enterprise and Fair Work Committee in May 2024. 1.4 In approving the Town Action Plans, the Enterprise and Fair Work Committee requested that the plans remained relevant and responsive to change and that the Town Action Plans should undergo regular review. This report sets out the first review of the Action Plans. 2. Report 2.1 The Town Action Plans outlined a series of site specific actions across six overarching themes which together would bring about transformative change to our town centres and transition to more resilient mixed use town centres. The actions were to be delivered over a ten year period with actions identified as being delivered over the short (< 3 years), medium (3-7 years) and long term (7-10years). 2.2 The following outlines the key issues under each theme, the actions delivered to date, a commentary on performance and the justification for proposed new actions in each town. a) Town & Community Hubs: The Town & Community Hub programme has been progressing as planned with the opening of community hubs in Newmains, Chryston, and Coatbridge over the last two years. Towards the end of 2025, Orbiston Community Hub in Bellshill will open. Three additional hubs are currently being developed on site and will be delivered throughout 2026: St Kevin’s in Bargeddie, Coatbridge; St Stephen’s in Sikeside, Coatbridge; and Gartcosh Community Hub within the Northern Corridor. As outlined in the approved Strategic Asset Rationalisation and Investment (SARIS) report to Policy and Strategy Committee in December 2023, the focus and allocation within the hub programme has been dealing with legacy and capacity related projects. With the global shift in costs, along with the higher priority for legacy and capacity projects there is no capital allocation within the 2024-2029 general capital programme for the delivery of Town Hubs. b) Economic Prosperity & Stability: The range and type of businesses in our town centres reflects the users of the town centres where most have contracted to meet the needs of the local community following the exit of national multiples to larger regional out of town malls and banks to online banking. Small independent shops Page 38 of 128
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and businesses have proven to be more resilient to change and moving forward we want to continue to support this sector to remain and grow on our high streets. The Enterprise and Business Gateway Lanarkshire teams continue to offer support to local businesses offering advice and financial support, including the proposed Town Centre Retail Business Fund. c) Town Centre Living: The delivery of the Council’s town centre living projects has moved at pace with the completion of a number of projects including: Orrs in Airdrie, YMCA/Brandon Street in Motherwell, plus the start on site of projects at Thorn Road in Bellshill, Old Town Hall in Motherwell, School Street in Coatbridge and planning consents in place for projects on Main Street Coatbridge, Kildonan Street Coatbridge and multiple sites in Wishaw. The New Supply Team has delivered 92 town centre homes since 2023 with a further 300 homes to be delivered between 2025 and 2028 in accordance with the timescales set out in the TAPs. The Council continues to work with potential investors to explore opportunities for additional town centre living through the refurbishment of former commercial office space and on vacant brownfield sites. Consideration is being given to the development of Mid Market Rent projects to offer a diverse form of tenure across our town centres. It should be noted that the benefit of town centre living is not only to the tenants of the properties but to the economy of the wider town in terms of additional footfall and spend. d) Movement & Active Travel: The Infrastructure and Transportation team and City Deal team have delivered a number of active travel routes across North Lanarkshire linking our towns to key employment and environmental assets. The programme of delivery of the routes set out in the Active Travel Strategy and reflected in the TAPs is dependent upon external funding from Transport Scotland which means that some actions which were identified as being delivered in the short term may have to move to the medium term. The Council continues to work in partnership with SPT and build relationships with public transport providers to ensure our communities are connected and people have the choice of using public transport in favour of the private car. The TAPs did not advocate any significant changes to the local road networks within our towns with the exception of the upgrade of vehicular routes to and from Ravenscraig and the East Airdrie Link Road both of which are City Deal projects which positively impact on but are not located in our town centres. e) Built Heritage & Place: The Council own and manage a number of buildings which contribute to our built heritage and will continue to manage and protect these buildings and promote new uses to ensure their long-term future. The Council have secured £150k development funding to explore built heritage investment in Airdrie as part of the Rediscovering Airdrie Project which is looking to invest in both public and private sector buildings. The delivery phase funding applications for Rediscovering Airdrie were submitted to the Heritage Lottery Fund in August 2025 and to Historic Environment Scotland in October 2025. A number of private owners of heritage assets have approached the Council for help in bringing their buildings back into productive use with the Council offering advice and routes to external funding. f) Transition to Net Zero: The Council will participate, develop and implement a Glasgow City Region approach to appoint a provider to increase, manage and maintain public EV infrastructure across North Lanarkshire. During 2024/25, Jacobs was appointed to undertake contract development. A Prior Information Notice (PIN) Page 39 of 128
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was also issued, and an initial site selection review has been completed. Access to EV charging within our town centres will ensure they are competitive with other towns across the region in terms of attracting EV users. The Council’s investment in buildings whether through refurbishment, renovation or new build should demonstrate a high level of environmental standards and energy efficiency, aimed at reducing demand and decarbonisation, to reflect the Climate crisis and the urgency of reducing the organisation and that of the wider area's carbon footprint. 2.3 The Town Action Plans are progressing with 49 of the 80 actions (61%) being on target for delivering within the estimated timescales. Appendix 1 of this report sets out a full review of the actions for each town using a RAG system to note which actions are on programme and those that have moved, with an explanation as to why and what has changed since publication of the Town Action Plans. Appendix 1 also makes recommendations for updates to the town actions plans to ensure they are relevant and fit for purpose. 2.4 Where actions have shifted this has mainly been as a result of delays in the pipeline of external funding from key partners such as Transport Scotland and the Scottish Government. This has resulted in 22 actions (28%) moving from a short-term delivery to a medium-term delivery. A total of 9 actions (11%) have been deleted as the projects have either been completed or have had to be cancelled as a result of private sector partners no longer being interested in delivering the action as a consequence of legal issues over land ownership in the private sector. Where actions require the support of the private sector in terms of land sales there is always a risk that terms cannot be agreed or negotiations become too complex due to multiple owners etc., however, the Council need to continue to explore these partnerships and joint ventures as we do not own the assets within our town centres therefore no action is without risk. 2.5 In addition to setting out specific actions/projects, the Town Action Plans act as advocacy documents to alert the community and potential investors to the assets and opportunities within our town centres and provide a one stop shop for information on how the Council sees each town developing over time. 2.6 It is clear from the above that there is merit in undertaking regular performance reviews of the TAPs to allow a better understanding of the issues underlying each theme and the opportunities that may arise over time. The TAPs need to be flexible and responsive and as such it is proposed that all six TAPs be subjected to a bi-annual review beginning in 2026/27. These reviews will involve engagement with the public and key stakeholders to ensure we build a consensus around the regeneration of our towns. 2.7 Town centres are very important to the local economy, and the review of the Town Action Plans has made clear the importance of up to date and factual data on the health of our town centres. It is therefore proposed that the Council produce an annual Town Centres Health Check (TCHC) document to provide a detailed snapshot in time of key data for our town centres including, the range and diversity of businesses/retailers, vacancy levels, building condition and the quality of the public realm. These documents are currently being prepared and will be used to inform the future review of the TAPs. Page 40 of 128
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3. Measures of success 3.1 The purpose of this report is to highlight the key actions, targets and indicators that are used to measure and monitor the delivery of the Town Action Plans and then to propose an update of the Table of Actions for each Town Action Plan. 4. Supporting documentation 4.1 Appendix 1 Review of the Town Action Plan Table of Actions for each town. Pamela Humphries Chief Officer (Place) Page 41 of 128
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 42 of 128
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Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 43 of 128
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Appendix 1 Review of the Town Action Plans Introduction The following tables represent the original Town Action Plan Proposals Tables as approved by the Enterprise and Fair Work Committee in 2023 and 2024 with the addition of a commentary on the delivery of the actions to date and any changes required to the text of the tables. A simple RAG system has been used to allow a visual representation as to whether the specific action is on programme or not. RAG Status Key Indicator Definition Target met or exceeded. Project is generally on track, within budget, within scope and likely to deliver expected benefits. Target narrowly missed. Minor delays to project, minor cost overruns, changes to scope or reduction in benefits. Target missed. Project experiencing significant delays, significant cost overruns, changes to scope or reduction in benefits. Airdrie Town Action Plan Project Proposal Timescale RAG Commentary (update as of September 2025) Economic Prosperity & Stability Shopfronts Implement a shopfront improvements grant scheme for core retail areas within the town centre as part of the Rediscovering Airdrie Project. Short GREEN £150k funding was secured via the National Lottery Heritage Fund and Historic Environment Scotland to develop the Rediscovering Airdrie project during 2023/24 and 2024/25. The delivery phase funding applications were submitted in August and October 2025, which will include provision for a shopfront improvement grant scheme for key properties within Airdrie town centre. Orrs Develop two commercial units as part of the Orrs development floorplate. Short GREEN As part of the redevelopment of the former Orrs department store, two commercial units have been developed on the ground floor at the South Bridge Street, Airdrie site. These units will be transferred to North Lanarkshire Properties who will let and manage these units. Town Centre Audit & Demand Analysis – Undertake an Audit and Demand Analysis for vacant office space within Airdrie Town Centre to develop Short AMBER Enterprise and Business Gateway will share insight and contribute to the study that may require the appointment of specialist external consultants. The procurement Page 44 of 128
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Vacant Office Space a strategy for the repurposing of this space. process for the study may push it into the medium-term timescale. Change the timescale from short to medium term. One Wellwynd The refitting of One Wellwynd to support the piloting of a Women’s Business Centre as part of the Rediscovering Airdrie Project. Medium GREEN The HIVE, a women's business incubator in North Lanarkshire, officially opened at One Wellwynd, Airdrie in February 2024. The HIVE offers various resources, including hot-desks, meeting rooms, and beauty/wellbeing treatment rooms, all at a subsidised rate. It also provides wrap around support from Business Gateway for women to start and grow their businesses, as well as events, and networking opportunities. Town Centre Living Orrs The development of 20 residential units by the private sector (to be purchased by NLC via their ‘Pathfinder’ scheme) Short GREEN The Orrs development was completed and handed over to the Council in May 2024. Tenants moved into the building from June 2024. Hogg Street The development of 36 residential units to be taken forward by Trust Housing Association. Short RED Trust HA are no longer proceeding with this project and it has been removed from the Strategic Housing Investment Plan (SHIP). This action should be removed as the project is not being progressed by THA. Mill Loan The development of 16 residential units to be taken forward by Clyde Valley Housing Association. Short GREEN The Mill Loan development was completed and handed over to Clyde Valley HA in June 2025. Coats House Feasibility & Design works to assess potential residential conversion (with particular focus on the provision for older people given proximity to Airdrie Health Centre) Short AMBER The scope for this proposal has developed and is now being considered as a Mid Market Rent (MMR) pilot project for NLC. This will be subject to future financial and strategic review. Move from a short to a medium term timescale. Airdrie Police Station Liaise with Police Scotland to determine future requirement for building/potential residential conversion. Short AMBER A feasibility study was undertaken by MAST architects on the basis of a refurbishment of the existing building. This demonstrated that the building can be converted into 17 flats mix of 1 and 2 bed flats and 11 on site car parking spaces. Police Scotland have confirmed that the building is still operational and that no decision or timescale has been provided as to when the building will be declared Page 45 of 128
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surplus to requirements and placed on the open market. Move from a short term timescale to a medium term timescale. Tenement Improvements Implement a grants scheme for repairs and improvement to historic tenement properties as part of the delivery of the Rediscovering Airdrie Project. Short AMBER As part of the £150k funding secured via National Lottery Heritage Fund and Historic Environment Scotland to develop the Rediscovering Airdrie project during 2023/24 and 2024/25 Included within shop front improvement scheme HES funded application (submission in Autumn 25). A consultant Conservation Architect has undertaken a visual building fabric inspection on identified priority buildings. Any future work will be dependant on grant funding from HES and HLF. Move from a short term timescale to a medium term timescale. Buy-backs Continuation of the Council’s ‘buy-back’ scheme to offer affordable housing within Airdrie Town Centre. Ongoing GREEN The policy to increase Council housing stock via the Open Market/Empty Homes Purchase Schemes is an ongoing project responsive to market opportunities with no fixed target end date. Movement & Active Travel Active Travel The development of a design and costing study, aligned to North Lanarkshire’s Active Travel Strategy, to map out potential Active Travel Networks across Airdrie Town Centre. At the same time, work will also be undertaken to source external funding to support the delivery of this infrastructure Short GREEN The detailed design and costing for the active travel route SNR7 which connects Coatbridge from Muiryhall St Roundabout to Plains has been completed. A feasibility study has been commissioned to review the active travel route through Airdrie town centre. This study will involve stakeholder consultation and will be completed by early 2026. The construction and delivery of the active travel routes is subject to external funding through the annual bid to Transport Scotland. Airdrie Transport Interchange Initial engagement with Scotrail and Strathclyde Passenger Transport as part of the Local Transport Strategy to explore the options for the development of an improved transport interchange around the rail station to improve transitions between rail Short RED Airdrie Park & Ride was extended back in c. 2018 alongside the Council’s new supply development on the former primary school site at Academy Park. There are no publicly owned sites to develop additional car parking around the station and the adjacent private parking on Manse Place to the north is required by the Farmfoods and Pure Gym premises. Page 46 of 128
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and bus and increase car parking capacity. This action should be deleted from the Actions table. Built Heritage & Place Airdrie Town House The potential repurposing of Airdrie Town House to establish a new centre for culture and studio space aimed at the creative sector businesses. Medium RED The Town House will no longer be included within the Rediscovering Airdrie project and will be retained by NLC. The building will continue to be maintained by NLC and its operational use will be reviewed on a regular basis. This action should be deleted from the action table. Airdrie Library & Observatory Explore works to improve and create a viewing platform for the rooftop observatory at Airdrie Library as part of the Rediscovering Airdrie Project. Medium GREEN As part of the development phase of the Rediscovering Airdrie project, architects and cost consultants have assessed proposals for the development of a rooftop observatory at Airdrie Library. Delivery phase funding applications will be submitted to National Lottery Heritage Fund and Historic Environment Scotland in 25/26. Transition to Net Zero EV Charging Site Investigations of NLC’s carparks across Airdrie Town Centre to assess suitability/infrastructure needs for EV Charging Installation as part of the delivery proposals currently being developed through Glasgow City Region. Long GREEN The Council will participate, develop and implement a Glasgow City Region approach to appoint a provider to increase, manage and maintain public EV infrastructure. During 2024/25, Jacobs was appointed to undertake contract development. A Prior Information Notice (PIN) was also issued and an initial site selection review was completed. Town & Community Hubs Airdrie Town Hub The development of Airdrie Town Hub (with the preferred location identified at St. Margaret’s High School, Airdrie Sports Centre). Long GREEN There is no capital allocation within the 2024-2029 general capital programme. It is therefore assumed that this project will not be considered until after 2029. *Short-term: 1-3 Years / *Medium-term: 3-7 years / *Long-term: 7+ years Page 47 of 128
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Bellshill Town Action Plan Project Proposal Timescales RAG Commentary (update as of September 2025) Economic Prosperity & Stability Town Centre Audit & Demand Analysis – Vacant Office Space Undertake an Audit and Demand Analysis for vacant office space within Bellshill Town Centre to develop a strategy for the repurposing of this space. Short AMBER Enterprise and Business Gateway will share insight and contribute to the study that may require the appointment of specialist external consultants. The procurement process for the study may push it into the medium-term timescale. Change the timescale from short to medium term. Town Centre Living Former Registry Office and Money Advice Office, Motherwell Road The Council will undertake design development works to deliver flatted residential development on Motherwell Road. Short AMBER The Council has commissioned feasibility studies to develop both the vacant sites and surplus buildings in Council ownership for residential use. This includes costed options for the refurbishment or demolition of the Registry Office (former Burgh primary school) recently used as offices. Funding has been secured to move forward with the demolition of the Bellshill Registry office, this is a result of the feasibility studies costings and best value for money. Move to a medium timescale. Buy-Backs Continuation of the Council’s ‘buy-back’ scheme to offer affordable housing within Bellshill Town Centre. Ongoing GREEN The policy to increase Council housing stock via the Open Market/Empty Homes Purchase Schemes is an ongoing project responsive to market opportunities with no fixed target end date. Movement & Active Travel Active Travel Study The development of a design and costing study, aligned to North Lanarkshire’s Active Travel Strategy, to map out potential Active Travel Networks across Bellshill Town Centre. This will focus on identifying ‘gaps’ within the existing and planned network. At the same time, work will also undertake to source external funding to support the delivery of this infrastructure. Short GREEN Detailed design is complete for a network of routes within Bellshill that will connect Bellshill Railway Station, Orbiston Community Hub, Bellshill Pump Track and into Strathclyde Country Park. Funding is being sought to construct the initial section connecting the community hub to the railway station. In addition to this, links from Bellshill to wider areas is being explored. Early design has been undertaken for a sub section of the active travel route SNR8, between Newhouse and Bellshill. This is being delivered as part of the City Deal programme of works. As part of the City Deal programme of works, a section of SNR2 is also being explored connecting Bellshill to Whifflet, this is also in design stages. Page 48 of 128
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Furthermore, there have also been concept designs developed for the Bellshill to Glasgow City Boundary via Tannochside section of SNR 2. The construction and delivery of the active travel routes is subject to external funding through the annual bid to Transport Scotland. Active Travel Works Take forward planned investment in Bellshill’s Active Travel Network to include new routes from/to: • Braidhurst Industrial Estate to Bellshill town centre. Short GREEN The live active travel projects for Bellshill include the design of a route from Motherwell Train Station through Forgewood to the northern access point to Strathclyde Park at the new pump track then north to Bellshill town centre and on to Braidhurst Industrial Estate. The construction and delivery of the active travel routes is subject to external funding through the annual bid to Transport Scotland. Sections of the above route are also subject to City Deal funding. Built Heritage & Place Heritage buildings Identify key heritage buildings within the town centre that are vacant, underused or in poor condition and enter discussion with owners to identify route for safeguarding, improving or repurposing properties. This will include helping to source funding for these regeneration initiatives. Medium GREEN Officers undertake regular site visits to identify buildings for sale or those that are vacant. Where there is evidence of market failure officers have approached owners to discuss development options for the buildings. No vacant buildings have been brought back into productive use as yet but it is a fluid and reactive process dependant upon the private owners of the building. Various locations Undertake feasibility works to assess viability and costs for the development of town gateway features. Short AMBER The scope of this project and potential funding sources has still to be confirmed. Move from short to medium term. Transition to Net Zero EV Charging Site Investigations of NLC’s carparks across Bellshill Town Centre to assess suitability/infrastructure needs for EV Charging Installation as part of the delivery proposals currently being developed through Glasgow City Region. Long GREEN The Council will participate, develop and implement a Glasgow City Region approach to appoint a provider to increase, manage and maintain public EV infrastructure. During 2024/25, Jacobs was appointed to undertake contract development. A Prior Information Notice (PIN) was also issued and an initial site selection review was completed. Page 49 of 128
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Town & Community Hubs Bellshill Town Hub The development of Bellshill Town Hub on the site of the Bellshill Academy Playing Fields north of Campbell Street. Long GREEN There is no capital allocation within the 2024-2029 general capital programme. It is therefore assumed that this project will not be considered until after 2029. *Short-term: 1-3 Years / *Medium-term: 3-7 years / *Long-term: 7+ years Kilsyth Town Action Plan Project Proposal Timescales RAG Commentary (update as of September 2025) Economic Prosperity & Stability Town Centre Audit & Demand Analysis – Vacant Office Space Undertake an Audit and Demand Analysis for vacant office space within Kilsyth Town Centre to help develop a strategy for the repurposing of this space. Short AMBER Enterprise and Business Gateway will share insight and contribute to the study that may require the appointment of specialist external consultants. The procurement process for the study may push it into the medium-term timescale. Change the timescale from short to medium term. Town Centre Living Main Street Support the private owners of the vacant site opposite the former Post Office at the corner of Main Street and Arch Way to deliver new residential flats. Short RED The Council entered into negotiations with the owner of this site to explore how we could support the redevelopment of the site for residential development. Due to title issues it has not been possible to progress the potential acquisition of the site at the current time. Change the timescale from short to medium term. Buy-Backs Continuation of the Council’s ‘buy-back’ scheme to offer affordable housing within Kilsyth Town Centre. Ongoing GREEN The policy to increase Council housing stock via the Open Market/Empty Homes Purchase Schemes is an ongoing project responsive to market opportunities with no fixed target end date. Movement & Active Travel Active Travel Works Take forward planned investment in Kilsyth’s Active Travel Network to include new routes from/to: • The town centre east through Burngreen Park to Colzium House and Estate • The town centre west along Garrel Burn to Dumbreck Local Nature Reserve • The town centre south to Auchenstarry Basin, the Forth and Clyde Canal and Antonine wall Medium AMBER A section of the SNR 2 route identified within the Active Travel Strategy (ATS) connects Kilsyth and forms part of a wider north to south connection in North Lanarkshire. There are also two local routes 202 & 203 that are identified in the ATS that will provide east & west connections from Kilsyth. There routes were scored as “medium priority” within the ATS using a multicriteria assessment. They will therefore be delivered as part of a longer- term programme of works but no work has yet been undertaken. Again, the design, construction and delivery of these active travel routes is Page 50 of 128
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subject to external funding through the annual bid to Transport Scotland. Active Travel Hub The development of a Town Centre Active Travel Hub including potential charging points for e- bikes. (location to be identified) Medium GREEN The Council have secured external funding to develop the following at Kilsyth pool: a static advertising sign that will promote active travel routes and programmes in the town and across the authority. Cycle Sheds for safe storage of bikes and a cycle tool station to support any cyclists and requirements they may have. A digital advertising sign to promote Active Travel routes and programmes in the town and across the authority is to be located in Kilsyth town centre. Built Heritage & Place Heritage buildings Identify key heritage buildings within town centre that are vacant, underused or in poor condition and enter discussions with owners to identify route for safeguarding, improving or repurposing properties. This will include helping to source funding for these regeneration initiatives Short GREEN Officers undertake regular site visits to identify buildings for sale or those that are vacant. Where there is evidence of market failure officers have approached owners to discuss development options for the buildings. No vacant buildings have been brought back into productive use as yet but it is a fluid and reactive process dependent upon the private owners of the building. Various locations Undertake feasibility works to assess viability and costs for the development of town gateway features. Short AMBER The scope of this project and potential funding sources has still to be confirmed. Move from short to medium term. Transition to Net Zero Kilsyth Flood Risk Reduction Scheme In partnership with Scottish Canals continue to develop the works to deliver the Kilsyth Flood Risk Reduction Scheme. Next steps for the scheme: Secure funding and develop cost sharing agreement – Target spring- summer 2024 Complete detailed design & pricing - Target Spring 2025 Medium GREEN A funding is being developed to deliver the Kilsyth Flood Risk Reduction Scheme The estimated cost of the project is £1.4million. The design proposes to divert flows from the Colzium Burn in the Lade. New sluices will be installed on the Colzium Burn and there will be localised bank and footpath raising along the Mill Lade. In addition, the wooden footbridge leading to the play area will also be replaced. The ground investigation works have begun to inform the detailed design and the two existing (out of use) park bridges have been removed. Page 51 of 128
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Construction - Target Spring 2025 to Spring 2026 Works are anticipated to be completed in May 2026. EV Charging Site Investigations of NLC’s carparks across Kilsyth Town Centre to assess suitability and infrastructure needs for EV Charging. Installation as part of the delivery proposals currently being developed through Glasgow City Region. Long GREEN The Council will participate, develop and implement a Glasgow City Region approach to appoint a provider to increase, manage and maintain public EV infrastructure. During 2024/25, Jacobs was appointed to undertake contract development. A Prior Information Notice (PIN) was also issued and an initial site selection review was completed. Town & Community Hubs Kilsyth Town Hub The development of Kilsyth Town Hub in a new building/campus off Garrell Road adjacent to the town centre. Long GREEN There is no capital allocation within the 2024-2029 general capital programme. It is therefore assumed that this project will not be considered until after 2029. *Short-term: 1-3 Years / *Medium-term: 3-7 years / *Long-term: 7+ years Motherwell Town Action Plan Project Proposal Timescales RAG Commentary (update as of September 2025) Economic Prosperity & Stability Braidhurst Industrial Estate Take forward the £7M regeneration of Braidhurst Industrial Estate (including the construction of 10 new start-up units and the refurbishment of 6 existing NLP units). Short GREEN Significant progress has been made during 24/25. The refurbishment of the existing units has been completed. The ten new build units are currently awaiting completion of utilities connections before handover to NLP, handover is expected during 2025/26 financial year. Town Centre Audit & Demand Analysis – Vacant Office Space Undertake an Audit and Demand Analysis for vacant office space within Kilsyth Town Centre to help develop a strategy for the repurposing of this space. Short AMBER Enterprise and Business Gateway will share insight and contribute to the study that may require the appointment of specialist external consultants. The procurement process for the study may push it into the medium-term timescale. Change the timescale from short to medium term. Town Centre Living Former YMCA, Brandon Street The refurbishment of the former YMCA (to incorporate 6 new residential units) and the development of 42 additional residential units on adjacent land to be taken forward by NLC Short GREEN The development was completed in February 2025. Page 52 of 128
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Masonic Hall The redevelopment of the former Masonic Hall as a façade retention, and the construction of 11 new residential units to be taken forward by NLC Medium AMBER The Council purchased the building in 2023 and an initial feasibility study established that it could be converted to 11 units. Further work is being undertaken to identify the preferred option for this site. Motherwell Old Town Hall The refurbishment of the Motherwell Old Town Hall (to incorporate 20 new residential units) to be taken forward by NLC. Short GREEN On site works to strip out the building began in 2024 and works to refurbish the building began in earnest in March 2025. The works are scheduled for completion in August 2026 Coursington & Draffen Street The development of 60 residential units to be taken forward by NLC Medium AMBER Progress on the delivery of the new units is dependant upon the timescale for the demolition of the existing towers which has been delayed due to technical issues which have now been resolved. The towers will be blown down at the end of 2025 with the site clearance continuing in to 2026. Leslie Street The development of 13 residential units to be taken forward by Clyde Valley Housing Association Short GREEN The Leslie Street development was completed and handed over to Clyde Valley HA in July 2024. Buy-Backs Continuation of the Council’s ‘buy-back’ scheme to offer affordable housing within Motherwell Town Centre. Ongoing GREEN The policy to increase Council housing stock via the Open Market/Empty Homes Purchase Schemes is an ongoing project responsive to market opportunities with no fixed target end date. Movement & Active Travel Active Travel Works Take forward planned investment in Motherwell’s Active Travel Network to include new routes from/to: • Braidhurst Industrial Estate to Bellshill Cycling Hub (Strathclyde Country Park) • Hamilton Road between Motherwell Town centre and Strathclyde Country Park • Hope Street/Muir Street to Milton Street and Pollock Street • Motherwell Town Centre to Carfin (via Merry Street) • West Hamilton Street to Camp Street • Windmillhill Street between Camp Street and Airbles Road Medium AMBER SNR 9 which connects Motherwell and Strathclyde Country Park has been taken to detailed design. The plan is to undertake further public consultation for this route during 2025/26, before hopefully applying for construction funding in the following years (if applicable and available). Both SNR 2 and SNR 3 are being delivered in sections, with links from Wishaw to Motherwell and Ravenscraig to Motherwell having been constructed. Designs for the remainder sections are under development as part of the City Deal programme of works or development of the Ravenscraig site which are currently being progressed. The delivery of these active travel routes is subject to the receipt of external funding from Transport Scotland on an annual basis. Active Travel Study The development of a design and costing study, aligned to North Short AMBER The delivery of active travel routes across Motherwell town centre is subject to the Page 53 of 128
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Lanarkshire’s Active Travel Strategy, to map out potential Active Travel routes across Motherwell Town Centre. This will focus on identifying ‘gaps’ within the existing and planned network. At the same time, work will also be undertaken to source external funding to support the delivery of this infrastructure. receipt of external funding from Transport Scotland on an annual basis. There is no funding in place at this time so this action should be moved to a medium term timescale. Built Heritage & Place Heritage buildings Take forward the refurbishment and conversion of the former Masonic Hall (façade retention only), the former YMCA and Motherwell Old Town Hall for affordable housing Short AMBER The YMCA development has been completed and the building occupied. Works to refurbish the Old Town Hall are ongoing and scheduled for completion in August 2026. Consideration of options for the Masonic Hall is ongoing. Change from short to medium timescale due to the uncertainty over the Masonic Hall. Heritage buildings Identify key heritage buildings within town centre that are vacant, underused or in poor condition and enter/continue discussion with owners to identify route for safeguarding, improving or repurposing properties. This will include helping to source funding for these regeneration initiatives Medium GREEN Officers undertake regular site visits to identify buildings for sale or those that are vacant. Where there is evidence of market failure officers have approached owners to discuss development options for the buildings. No privately owned vacant buildings have been brought back into productive use as yet but it is a fluid and reactive process dependent upon the owners of the building. Hamilton Road, Brandon Street and Menteith Road Undertake feasibility works to assess viability and costs for the development of town gateway features Short AMBER The scope of this project and potential funding sources has still to be confirmed. Move from short to medium term. Transition to Net Zero EV Charging Site Investigations of NLC’s carparks across Motherwell Town Centre to assess suitability/infrastructure needs for EV Charging Installation as part of the Long GREEN The Council will participate, develop and implement a Glasgow City Region approach to appoint a provider to increase, manage and maintain public EV infrastructure. Page 54 of 128
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delivery proposals currently being developed through Glasgow City Region. During 2024/25, Jacobs was appointed to undertake contract development. A Prior Information Notice (PIN) was also issued and an initial site selection review was completed. Town & Community Hubs Motherwell Town Hub The development of Motherwell Town Hub. Long GREEN There is no capital allocation within the 2024-2029 general capital programme. It is therefore assumed that this project will not be considered until after 2029. *Short-term: 1-3 Years / *Medium-term: 3-7 years / *Long-term: 7+ years Shotts Town Action Plan Project Proposal Timescales RAG Commentary (update as of September 2025) Economic Prosperity & Stability Town Centre Audit & Demand Analysis – Vacant Office Space Undertake an Audit and Demand Analysis for vacant office space within Shotts Town Centre to help develop a strategy for the repurposing of this space. Short AMBER Enterprise and Business Gateway will share insight and contribute to the study that may require the appointment of specialist external consultants. The procurement process for the study may push it into the medium-term timescale. Change the timescale from short to medium term. Town Centre Living Station Road Support the private owners of the former Royal Bank of Scotland building to refurbish the building to deliver new residential units. Short RED Officers approached the owner of the building in 2023 to establish how the Council could help to bring the building back into use. The owner was interested in selling the building but agreement on valuation could not be reached. The building remains vacant, however, planning consents are in place for its conversion from a commercial property to a mixed use property with flats on the first and second floor and commercial premises on the ground floor. Buy-Backs Continuation of the Council’s ‘buy-back’ scheme to offer affordable housing within Shotts Town Centre. Ongoing GREEN The policy to increase Council housing stock via the Open Market/Empty Homes Purchase Schemes is an ongoing project responsive to market opportunities with no fixed target end date. Movement & Active Travel Active Travel Study The development of a design and costing study, aligned to North Lanarkshire’s Active Travel Strategy, to map out potential Active Travel Networks across Shotts Town Centre. Medium GREEN SNR 4, identified within the Active Travel Strategy (ATS), connects Wishaw to Shotts via Allanton. There routes were scored as “medium priority” within the ATS using a multicriteria assessment. They will therefore be delivered as part of a longer-term Page 55 of 128
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This will focus on identifying ‘gaps’ within the existing and planned network. At the same time, work will also be undertaken to source external funding to support the delivery of this infrastructure. programme of works, but no work has yet been undertaken. The design, construction and delivery of this active travel route is subject to external funding through the annual bid to Transport Scotland. Shotts Rail Station Work with Scotrail to examine the feasibility of installing a lift to improve accessibility to the eastbound platform of the train station. Medium RED Following further investigation, it has been established that Scotrail previously installed DDA compliant ramps to both platforms. This removes the requirement for a lift. This action should be deleted from the Actions table. Built Heritage & Place Heritage buildings Identify key heritage buildings within town centre that are vacant, underused or in poor condition and enter/continue discussion with owners to identify route for safeguarding, improving or repurposing properties. This will include helping to source funding for these regeneration initiatives Medium GREEN Officers undertake regular site visits to identify buildings for sale or those that are vacant. Where there is evidence of market failure officers have approached owners to discuss development options for the buildings. No vacant buildings have been brought back into productive use as yet but it is a fluid and reactive process dependent upon the private owners of the building. Kirk Road CEC Support Spotlight Shotts in their bid to secure external funding to deliver physical improvements within the Kirk Road Community Education Centre to provide facilities for theatrical productions and arts events under the name of the former Henderson’s Theatre. Short GREEN Officers have been in contact with Spotlight Shotts to discuss usage and future plans to improve Henderson Theatre. The National Lottery Heritage Fund was approached regarding an application to their large fund (£250,000+) However due to Spotlight Shotts not owning or leasing Henderson Theatre, they were not eligible to apply directly and would need to submit a joint bid with NLC as a partner or with NLC acting as the lead. As it stands, the organisation will now look at other funding streams where they can be the direct applicant. Additionally, the Council have approved the use of capital funding to remove the current tiered seating and to renew the flooring. This will then allow Spotlight Shotts to add in new tiered seating once the funding has been secured. Page 56 of 128
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The Environmental Key Fund has allocated £100k development funding to Spotlight Shotts over a three-year period beginning 2024/25. The funding will be used to develop the theatre group through staffing costs, production and marketing costs etc. to establish theatrical use of the Kirk Road Community Education Centre. Various Location Post completion of the Open Space Audit being undertaken as part of the Open Space Strategy, produce an online map showing routes to, from and around the public open space in Shotts to improve access to leisure routes to support health and wellbeing. Short GREEN A draft Open Space Strategy is to be the subject of a public engagement process in the Autumn/Winter of 2025. This will include a 12-week consultation programme across North Lanarkshire to allow communities to comment on the strategy. Comments received over the course of the public consultation will then be used to update the draft document prior to its formal adoption by the Council. The Open Space Strategy will then be publicly available on the Council’s website. Once the Open Space Strategy has been adopted by the Council an online map of Shotts showing public open space and connections to these areas will be produced and placed on the Council’s website within the proposed timescale for the completion of the action. Various Locations Undertake feasibility works to assess viability and costs for the development of town gateway features. Short AMBER The scope of this project and potential funding sources has still to be confirmed. Move from short to medium term. Transition to Net Zero EV Charging Site Investigations of NLC’s carparks across Shotts Town Centre to assess suitability/infrastructure needs for EV Charging Installation as part of the delivery proposals currently being developed through Glasgow City Region. Long GREEN The Council will participate, develop and implement a Glasgow City Region approach to appoint a provider to increase, manage and maintain public EV infrastructure. During 2024/25, Jacobs was appointed to undertake contract development. A Prior Information Notice (PIN) was also issued, and an initial site selection review was completed. Town & Community Hubs Shotts Town Hub The development of the Town Hub through the remodelling of Calderhead High School. Long GREEN There is no capital allocation within the 2024-2029 general capital programme. It is therefore assumed that this project will not be considered until after 2029. Page 57 of 128
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St Patrick’s Primary School The provision of a modern learning environment through the refurbishment or redevelopment of the existing school buildings adjacent to St Partick’s RC Church. Long GREEN There is no capital allocation within the 2024-2029 general capital programme. It is therefore assumed that this project will not be considered until after 2029. *Short-term: 1-3 Years / *Medium-term: 3-7 years / *Long-term: 7+ years Wishaw Town Action Plan Project Proposal Timescales RAG Commentary (update as of September 2025) Economic Prosperity & Stability Town Centre Audit & Demand Analysis – Vacant Office Space Undertake an Audit and Demand Analysis for vacant office space within Wishaw Town Centre to help develop a strategy for the repurposing of this space. Short AMBER Enterprise and Business Gateway will share insight and contribute to the study that may require the appointment of specialist external consultants. The procurement process for the study may push it into the medium-term timescale. Change the timescale from short to medium term. Town Centre Living Sherlocks Caledonian Road The potential acquisition, demolition and redevelopment of the former Sherlock’s Public House on Caledonian Road including new residential accommodation above a new commercial floor plate Medium RED This property is not currently being marketed for sale by the owners. Remove from the table as the action cannot be progressed at this time or in the foreseeable future unless ownership changes. The Anvil Block Main Street The demolition of the Anvil Block and replacement with new flatted development as part of NLC’s reprovisioning programme Medium GREEN Building now vacant and all tenants decanted to other properties. Demolition estimated to commence in early 2026. Further land assembly through recent purchase of adjacent properties will enable simpler demolition strategy and greater delivery potential Former Primary School Site: Graham Street The development of 13 residential units to be taken forward by NLC Short GREEN Planning has been approved and construction contract has been awarded. Works are due to start on site in October 2025 Add this site to the table of actions. Former Methodist Church and Thornlie Parish Church Hall The development of 15 residential units to be taken forward by NLC Short GREEN Planning has been approved and construction contract has been awarded. Works are due to start on site in Autumn 2025 Page 58 of 128
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Caledonian Road Kingshouse Offices King Street The development of 18 residential units to be taken forward by NLC Short-term King Street Short GREEN Planning has been approved and construction contract has been awarded Works are due to start on site in early 2026. Vacant site King Street The development of 5 residential units to be taken forward by NLC Short GREEN Planning has been approved and construction contract has been awarded. Works are due to start on site in Autumn 2025. Caledonian Road and Lomond Drive The development of 21 residential units to be taken forward by Link Housing Assoc. Short GREEN Planning is minded to grant permission, following agreement of S75 terms. Demolition of existing derelict buildings is required. Construction work for new homes expected to start in 2026. Buy-Backs Continuation of the Council’s ‘buy-back’ scheme to offer affordable housing within Wishaw Town Centre. Ongoing GREEN The policy to increase Council housing stock via the Open Market/Empty Homes Purchase Schemes is an ongoing project responsive to market opportunities with no fixed target end date. Movement & Active Travel Active Travel Study The development of a design and costing study, aligned to North Lanarkshire’s Active Travel Strategy, to map out potential Active Travel Networks across Shotts Town Centre. This will focus on identifying ‘gaps’ within the existing and planned network. At the same time, work will also be undertaken to source external funding to support the delivery of this infrastructure. Medium GREEN Wishaw is influenced by three Strategic Routes; 2, 3 & 4. Both SNR 2 and SNR 3 are being delivered in sections, with links from Wishaw to Motherwell and Wishaw to Ravenscraig having been constructed. Designs for the remainder sections are under development as part of the City Deal programme of works or development of the Ravenscraig site which are currently being progressed. SNR 4, identified within the Active Travel Strategy (ATS), connects Wishaw to Shotts via Allanton. These routes were scored as “medium priority” within the ATS using a multicriteria assessment. They will therefore be delivered as part of a longer- term programme of works, but no work has yet been undertaken. The construction and delivery of the active travel routes is subject to external funding through the annual bid to Transport Scotland. Wishaw Transport Interchange Initial engagement with Scotrail and Strathclyde Passenger Transport to consider as part of the Local Transport Strategy (LTS) options for the development of an improved transport Short AMBER Improvements at the train station on Station Road were delivered as part of the Alexander Street road safety and active travel improvements. Wishaw station improvements (Alexander Street Phase 2) is a project submitted to Transport Scotland for ATIF Tier 2 funding, the Page 59 of 128
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interchange around the rail station to improve transitions between rail and bus and increase car parking capacity. outcome of which is still uncertain. Other station accessibility improvements are included with Action Plan of LTS Move action to a medium timescale as funding has not yet been confirmed. Built Heritage & Place Heritage buildings Identify key heritage buildings within town centre that are vacant, underused or in poor condition and enter/continue discussion with owners to identify route for safeguarding, improving or repurposing properties. This will include helping to source funding for these regeneration initiatives Medium GREEN The new owners of the former Greens Playhouse/Mecca Bingo Hall have contacted the Council to seek help in bringing the building back into use for the community. Discussions are ongoing with the owner preparing a business case for external funding from HES, RCGF etc. Discussions are ongoing with the owners of the YMCA and Wishaw Old Parish Church to assist them in their plans for refurbishment and new uses. Former Stag Hotel Glasgow Road Explore the potential to acquire the former Stag Hotel site and take forward the regeneration of this key Town Centre Gateway through the development of new green/civic space. Short RED Officers investigated the ownership of the Stag Hotel site and it was found to be in multiple ownerships. The complex ownership of the site is such that a decision was taken not to progress the project. This action should be deleted from the Actions table. Various Locations: Caledonian Road, Kenilworth Road & Stewarton Street Undertake feasibility works to assess viability and costs for the development of new town gateways Short AMBER The scope of this project and potential funding sources has still to be confirmed. Move from short to a medium timescale. Transition to Net Zero EV Charging Site Investigations of NLC’s carparks across Wishaw Town Centre to assess suitability/infrastructure needs for EV Charging Installation as part of the delivery proposals currently being developed through Glasgow City Region. Long GREEN The Council will participate, develop and implement a Glasgow City Region approach to appoint a provider to increase, manage and maintain public EV infrastructure. During 2024/25, Jacobs was appointed to undertake contract development. A Prior Information Notice (PIN) was also issued and an initial site selection review was completed. Caledonian Road Car Park Explore the potential to extend the Car Park within V&DL site off Steel Street to include additional Medium RED This project was removed from the Infrastructure and Transportation Team’s programme as following feasibility it did not present value for money. Page 60 of 128
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parking and EV Charging Hub The site may however be required as a site compound location for the development of the adjacent New Supply site. This action should be deleted from the Actions table. Town & Community Hubs Wishaw Town Hub The development of Wishaw Town Hub (with the preferred location identified at Wishaw Sports Centre/Beltane Park) Long GREEN There is no capital allocation within the 2024-2029 general capital programme. It is therefore assumed that this project will not be considered until after 2029. *Short-term: 1-3 Years / *Medium-term: 3-7 years / *Long-term: 7+ years Page 61 of 128
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North Lanarkshire Council Report Enterprise and Fair Work Committee Does this report require to be approved? ☐ Yes ☒ No Ref SH/PH Date 14/11/25 External Funding Update From Pamela Humphries, Chief Officer (Place) E-mail HodgeS@northlan.gov.uk Telephone Stuart Hodge 07583 091571 Executive Summary This report provides an update to Committee on the council’s recent progress in developing and securing external funding for physical regeneration projects across North Lanarkshire including the UK Government’s Plan for Neighbourhoods; Scottish Government’s Vacant and Derelict Land Fund, and heritage funding programmes managed by Historic Environment Scotland and National Lottery Heritage Fund. Recommendations It is recommended that Committee: (1) Acknowledges the approval by the Scottish Government of the Vacant and Derelict Land Fund Local Delivery Plan for 2025/26 and note the projects being supported by 2025/26 Vacant and Derelict Land Fund. (2) Acknowledges the update on progress regarding the submission of the Regeneration Plan for Coatbridge under the Plan for Neighbourhoods Programme. (3) Acknowledges the extension of the Plan for Neighbourhoods under the banner of “Pride in Place” with funding to be awarded to a town/neighbourhood within North Lanarkshire in due course. (4) Acknowledges progress with developing the heritage funding bids for projects in Rediscovering Airdrie, Summerlee Museum and Palacerigg Country Park. (5) Acknowledges the update on progress regarding successful Stage 1 bids to the Scottish Government’s Regeneration Capital Grant Fund and the Vacant and Derelict Land Investment Programme. (6) Acknowledges the update on progress regarding the future allocation of funding from the Scottish Government’s Place Based Investment Programme for 2025/26. (7) Acknowledges the update on progress regarding Strathclyde Country Park. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (2) Refocus our town centres and communities to be multi- functional connected places which maximise social, economic, and environmental opportunities Programme of Work Transforming Places Item 5 Page 63 of 128
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1. Background 1.1 The council aims to secure external funding to support the physical, social and economic regeneration of North Lanarkshire, with regular updates provided to committee. 1.2 There has been significant recent activity across a range of funding streams. This report provides an update on progress towards securing a range of funds to support the social, physical and economic regeneration of North Lanarkshire. 2. Report 2.1 This report provides an update on current external funding activity, including recent bid submissions and decisions. Vacant and Derelict Land Fund (VDLF) 2.2 Since 2006, North Lanarkshire Council has received funding through the Scottish Government’s Vacant and Derelict Land Fund (VDLF) Programme to support the remediation and re-use of long-term vacant and derelict land sites within North Lanarkshire. The award of this annual grant is subject to the submission of a VDLF Local Delivery Plan (LDP) and its approval both by committee and the Scottish Government. 2.3 The Scottish Government confirmed the Vacant and Derelict Land Fund allocation to North Lanarkshire for 2025/26 of £1,987,556 in February 2025. Following approval at the Enterprise and Fair Work Committee on 14 February 2025, the Local Delivery Plan was subsequently submitted to the Scottish Government and was approved, with the offer of grant being received on 27th August 2025. 2.4 This offer of grant confirmed capital allocations to support development at Ravenscraig Business Park and Gartcosh Industrial Park as in the table below: Ravenscraig Business Park £1,497,556 Gartcosh Industrial Park £400,000 TOTAL £1,897,556 2.5 Both main projects will be delivered by Fusion Assets Limited. The works at Ravenscraig will complete enabling and servicing works on plot 1 to prepare the land for construction of 4 industrial units to be funded through the City Deal Enabling Commercial Space Programme. At Gartcosh, the VDLF funding will be used to extend the site to carry out enabling works on phase 4 of the industrial park - the final phase to open up the land for development. 2.6 A third project will be delivered by North Lanarkshire Council. Linked to the development of employment area at Ravenscraig, £100,000 will be allocated to support the Ravenscraig Active Travel Link to Motherwell. It will create a 1km surfaced and lit path, bringing back vacant land into use and reducing travel time from the southeast of Motherwell to the employment area. This allocation is included in the total for Ravenscraig in the table above. Page 64 of 128
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Plan for Neighbourhoods Programme 2.7 In late 2023, Coatbridge was awarded £19.51m in UK Government funding through its Long-Term Plan for Towns Programme. 2.8 The Fund was paused due to the 2024 General Election, after which, the new UK Government announced Coatbridge would retain the award of £19.5m over the next decade, under its new Plan for Neighborhoods Programme. 2.9 In line with the UK Government funding guidance and criteria, a Regeneration Plan has been prepared and approved by the Neighbourhood Board for Coatbridge. The Plan outlines the vision for the town over the next 10 years. An initial Investment Plan covering the period 2026/27 – 2029/30 has also been approved, outlining projects which could receive investment over the first 4 years of the delivery phase, which is anticipated to commence from April 2026. A separate report to this Committee provides more details regarding the Regeneration Plan and 4-year Investment Plan. Pride in Place Programme 2.10 In September 2025, the UK Government announced an extension to the Plan for Neighbourhoods, which will be under a wider Pride in Place Programme. A second neighbourhood within North Lanarkshire is set to receive up to £20 million regeneration funding over the next decade, with approximately two thirds of the funding being for capital expenditure and one third revenue. As with Coatbridge, the council is the accountable body for this funding. 2.11 The neighbourhood, which must have a population of between 5,000 and 15,000, will be selected by the Scotland Office and Ministry for Housing, Communities and Local Government (MHCLG) later this year, following an evidence-led process involving local partners. As part of this process the council, along with MPs and MSPs, were asked to provide feedback regarding the potential boundaries for the neighbourhood, on 20 October with responses to be returned by 7 November. 2.12 Once the neighbourhood has been announced, a Neighbourhood Board will be formed, with an independent chairperson appointed. Membership of the Board will also include the local MP and at least one local elected member, as well as other local stakeholders, including members of the local community. 2.13 The new Board membership will be confirmed to UK Government in July 2026, with a Regeneration Plan to be developed and submitted by Winter 2026/27 and the project delivery phase to commence Spring 2027. 2.14 In addition to this, a new Pride in Place Impact Fund has also been announced. North Lanarkshire Council is one of 8 Scottish Local Authority areas to receive a total capital allocation of £1.5 million over 2025/26 and 2026/27. The Pride in Place Impact Fund has 3 objectives - community spaces, public spaces and high street and town centre revitalisation. In developing proposals for this Fund, Local Authorities should engage with local MPs, MSPs and a wide range of local stakeholders to identify priorities and will be expected to report on progress by February 2026. 2.15 These new Pride in Place Programme funds have been top sliced from the anticipated 2026/27- 2028/29 Shared Prosperity Fund allocation, now rebranded as Local Growth Funding. The Spring Statement confirmed funding at the same annual level as 2025/26 for Scotland for the period 2026/27 to 2028/29. Officers are currently seeking Page 65 of 128
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clarification on the impact to this programme budget and planning accordingly in advance of the budget allocation being confirmed. Rediscovering Airdrie 2.16 In 2023, the council secured £150,000 from Historic Environment Scotland and National Lottery Heritage Fund to support the ‘development phase’ of ‘Rediscovering Airdrie’, a heritage-led regeneration project aimed at supporting a range of physical interventions and community heritage activities in Airdrie town centre. 2.17 The Project formally commenced in January 2024. The development phase has now concluded and a bid for £1.45m was submitted to National Lottery Heritage Fund in August 2025 and an application was also submitted to Historic Environment Scotland in October 2025, seeking a further £1.2m towards this £5m project, which will be supported by match funding from the council. 2.18 If successful, the ‘delivery phase’ will focus on the redevelopment of Airdrie Public Library, whilst offering a suite of activities for the community related to Airdrie’s heritage, as well as offering third-party grant schemes for a Shopfront Improvement Scheme and Repair and Conservation Grants for eligible works within the scheme area. Summerlee Redevelopment 2.19 ‘New Stories, New Audiences, Better Lives’, a project which aims to redevelop parts of Summerlee Museum of Scottish Industrial Life and deliver a programme of activities aimed at engaging new audiences and extending the museum’s collections, secured £127,000 in ‘development phase’ funding from National Lottery Heritage Fund in 2023. 2.20 The project formally started in February 2024 with studies undertaken and the preparation of documentation in support of the full application being developed fully. The full ‘delivery phase’ application, seeking £3.4m in funding will be submitted by February 2026. Palacerigg Redevelopment 2.21 An initial bid seeking £266,000 in ‘development phase’ funding for ‘New Roots, Old Roots’, a project aiming to redevelop Palacerigg Country Park was submitted to National Lottery Heritage Fund (NHLF). 2.22 If successful, the development funding would lead onto a “delivery phase” application that would have focused on improving trails and natural heritage and reopen the Visitor Centre (for community management). The full ‘delivery phase’ application had estimated overall project costs of £5.3m. 2.23 Unfortunately, the initial bid for £266,000 of development funding was unsuccessful preventing submission of the delivery phase application. In order to be more competitive in future rounds, the NLHF team have advised that a larger cash match funding contribution from the council is needed for the delivery phase application, and a refocus on the areas of heritage most in need of urgent restoration would be required. 2.24 The projects team have met with the two community partner organisations and considered this advice. As a result, the Masterplan has been split into three phases and a new Expression Of Interest (EOI) has been submitted to the fund for the first phase. The EOI was received favourably by NLHF and they have invited North Page 66 of 128
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Lanarkshire Council to submit a full bid which will be prepared over this autumn and into next spring. Regeneration Capital Grant Fund (RCGF) / Vacant and Derelict Investment Programme (VDLIP) 2.25 After a pause in Regeneration Capital Grant (RCGF) funding during 2024/25, Scottish Government invited 2024/25 project applicants to submit updated bids to the fund for delivery during financial year 2025/26. North Lanarkshire submitted an update application to support Cairnlea Parish Church in Airdrie to develop a wellbeing hub for the local community. This application was unfortunately unsuccessful. 2.26 Similarly, following a pause in the Vacant and Derelict Land Investment Programme (VDLIP), Scottish Government also invited 2024/25 project applicants to submit updated bids to the fund for delivering during financial year 2025/26. Two revised bids were submitted for Cumbernauld Village Blue Greenspace and Glenboig Community Greenspace projects. Whilst the Glenboig project was unsuccessful, an offer of grant was received for £735k towards the Cumbernauld Village Greenspace Improvement project, which will also be supported by a £180k contribution from North Lanarkshire’s Place Based Investment Programme (PBIP) allocation. Officers are working to support the recently formed Wellspring community group (Cumbernauld Village) who will manage and maintain the project. It is proposed that the land required for this project will be leased to the community group and this is being progressed by Council Officers. The works must be contractually committed by March 2026. 2.27 Scottish Government has recently announced that RCGF and VDLIP will be combined and will continue to be known as the Regeneration Capital Grant Fund (RCGF). Stage 1 applications were invited to be submitted in June 2025, for projects to be delivered during 2026/27. 2.28 North Lanarkshire Council submitted three applications at Stage 1 on behalf of community organisations. The Scottish Government has recommended all three projects to proceed to Stage 2. Officers are now working with the project delivery groups to submit these final applications by the deadline of 28 November 2025. Projects include the resubmission of Carinlea and Glenboig projects as well as a proposal by Chapelhall Community Development Group to develop a modular build community facility at Lauchope Street, Chapelhall. The group currently provide services from different locations. Place Based Investment Programme (PBIP) 2.29 The Scottish Government committed to the establishment of a Place Based Investment Programme (PBIP) allocating £140M to local authorities over 5 years commencing in 2021/22. 2.30 This Fund is used to take forward place-based initiatives focused on a range of key themes including place making; town centre regeneration; 20 minute neighbourhoods; community led regeneration and ownership; tackling inequalities; accelerating goals for net zero carbon, and promoting community wealth building. 2.31 The Fund was temporarily paused by the Scottish Government in early 2024. The council subsequently received funding of £830,000 towards the Strathclyde Park project. This was a reduced allocation as an award of £1.698m had been expected in 2024/25. Page 67 of 128
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2.32 The Scottish Government have confirmed the allocation of Place Based Investment Programme funding for the fifth and final year of the programme and the council had provisionally been allocated £1.698m. It has been confirmed that the council will receive funding in two tranches. The first tranche amounts to £1,329,534 and this has been formally confirmed. A second tranche of £368,466 represents the balance of the allocation and we await formal confirmation from the Scottish Government on this funding. Strathclyde Country Park 2.33 The Scottish Government previously paused the Green Growth Accelerator funding programme, through which the council expected to receive up to £10m towards the low carbon redevelopment of Strathclyde Park. 2.34 Due to eligibility criteria and timing constraints around when funds could be spent, previous external funding applications in support of this project have not progressed. The council secured and accepted £830,000 in funding from the Scottish Government’s Place Based Investment Programme, which was made available in Autumn 2024 following a ‘call for projects’ which were reliant on the previously paused Programme and which were at risk of failing in the event that funding was not awarded. 2.35 While this Project is supported through the council’s strategic capital programme, additional funds will need to be secured to enable the project to proceed as originally planned, and officers are liaising with potential funders such as Clyde Mission with a view to securing the necessary additional funds. 2.36 The Project entered construction phase in May 2025 with a new access road to create a one way system forming the first phase. The building itself will close to the public on the 20th October to allow for the contents to be decanted prior to the building being extended, insulated and fitted with a renewable heating system powered by the loch. 3. Measures of success 3.1 The primary measure of success arising from the work and updates outlined in this report is to maximise external funding for investment in the regeneration of North Lanarkshire and its places. 3.2 Future economic and employment benefit gained from the investment of the council’s allocated VDLF grant awards. 4. Supporting documentation 4.1 No Supporting Documents. Pamela Humphries Chief Officer (Place) Page 68 of 128
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 69 of 128
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Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? As outlined in the report. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Individual risk registers will be developed for any project receiving funding 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 70 of 128
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North Lanarkshire Council Report Enterprise and Fair Work Committee Does this report require to be approved? ☒ Yes ☐ No Ref AG/ PK Date 14/11/25 Routes to Work Ltd - Appointment of Category B Directors From Alison Gordon, Chief Social Work Officer (Education, Families, Justice & Integration) E-mail gordonal@northlan.gov.uk Telephone 01698 332001 1. Background 1.1 Routes to Work’s Board of Directors consists of up to 12 members – two are Category A members appointed by North Lanarkshire Council (one is an elected member, and one is a senior Council officer) and up to ten Category B directors, who bring specialist expertise to the company and are selected through a formal nominations procedure. 1.2 The Board of Directors is responsible for ensuring that Routes to Work’s services are Executive Summary This report concerns the appointment of two new Category B directors to Routes to Work Limited (RTW). Within its current Articles of Association, approved at its AGM of 21 September 2023, the company can have up to 10 Category B Directors and currently has eight. A recruitment exercise was undertaken earlier this year to identify up to two potential new appointees to the Board to ensure that corporate governance arrangements could continue to be fulfilled in accordance with the obligations and high standards of good practice required and the two candidates for Board membership are presented to Committee for approval. Recommendations It is recommended that the Enterprise & Fair Work Committee: (1) Approve the appointment of the two Category B directors, referred to in section 2.1.2, to the Board of Directors of Routes to Work Limited. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (11) Increase economic opportunities for adults by understanding, identifying, and addressing the causes of poverty and deprivation and barriers to financial inclusion Programme of Work Brighter Futures Item 6 Page 71 of 128
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delivered in accordance with approved Service Level Agreements and charitable objectives. The Board meets quarterly to fulfil its governance responsibilities which include operational delivery and management, staffing, financial control and reporting, health and safety, performance monitoring and reporting and risk management. There are three formal sub-groups of the Board that meet regularly: Governance, HR, and Finance. 2. Report Provisions of Articles of Association 2.1 The Articles of Association of Routes to Work Limited include the following provisions in respect of the composition of the Board of Directors and the appointment of Independent Directors: 60.2 a maximum of 10 directors shall be Category B Directors, who shall be appointed (after due consideration of the views of the board of directors) on the basis that: 60.2.1 they are representative of the community within the local authority area of the Council; and/or 60.2.2 they have specialist skills or expertise which would be of assistance to the board. 2.2 Under the terms of Article 65.1 the Council may appoint any Category B Director (other than an officer, elected member or employee of the Council) in writing and signed by an appropriate officer with the guidance of the company’s nominations sub- committee. A recruitment process was undertaken by the nominations committee of Routes to Work Ltd which included advertising via social media and through SCVO Good Moves recruitment page. At its AGM of 18 September 2025, the Routes to Work Board accepted the recommendation of its nominations committee to approve the submission of the two candidates below, for approval by North Lanarkshire Council: (i) Mairianne Stewart (ii) Kevin Jamieson 2.3 The independent directors proposed for appointment have clear expertise within areas that can support Routes to Work Ltd. A short profile of the proposed independent directors is included in Appendix 1. 3. Measures of success 3.1 Routes to Work Limited continues to utilise the experience and support of its independent directors. Page 72 of 128
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4. Supporting documentation 4.1 Appendix 1 Profiles of Two Category B Directors proposed for Appointment to Routes to Work Limited Board. Alison Gordon Chief Social Work Officer (Education, Families, Justice & Integration) Page 73 of 128
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☒ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ Page 74 of 128
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If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 75 of 128
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Appendix 1 Profiles of Category B Directors proposed for Appointment to Routes to Work Limited Board: Mairianne Stewart Mairianne is a commercially focused finance professional with over 20 years’ experience in senior roles across FTSE-100 companies, and for the last 5 years, with SMEs, including some public sector organisations. She has held leadership positions including Divisional Finance Director at Royal London and Standard Life, and Head of Internal Audit at Scottish Power. Her background includes deep experience in financial strategy, governance, regulatory compliance and operational transformation. Mairianne currently runs her own fractional CFO practice, Plug-In Finance, working closely with CEOs and founders of early-stage and scaling businesses across sectors such as biotech, technology, live events and membership/educational services. She provides strategic financial leadership, strengthens governance frameworks and supports organisations in navigating growth. She is a Chartered Management Accountant, holds an MA (Hons) in Accountancy, and is completing the Institute of Directors' Certificate in Company Direction. She has also completed both the Executive Women Leadership Programme and the Agile Leadership Programme in her time at Royal London. Born and raised in North Lanarkshire, Mairianne has lived in the region all her life. She is passionate about supporting organisations that make a lasting impact in the local community and is delighted to contribute her skills and experience to Routes to Work Ltd. Kevin Jamieson Kevin is an accomplished IT and Information Security leader, particularly within the charity sector. Kevin currently works at Alzheimer Scotland where he has been the Head of IT and Digital Services for the past 4 years. With experience in GDPR compliance, he also acts as the Data Protection Lead for the charity. He is a strategic thinker and problem solver, often leading or advising on digital transformation projects, linking organisational strategy to processes, systems and technical solutions. Over the last 4 years Kevin has developed and led a strategy to achieve a high level of cybersecurity maturity at Alzheimer Scotland, implementing the policies, procedures and controls from the NIST 2.0 Cybersecurity Framework and raising the level of cyber threat awareness amongst employees and volunteers. As a member of the Scottish Charity IT Managers Forum, Kevin prides himself on the relationships he has built with other IT leaders, suppliers and charity leaders, and hopes to introduce this network to the aims of Routes to Work Ltd. Kevin has 15 years of experience in the charity sector with varied roles in IT leadership, digital transformation, project management, learning and development, as well as social care delivery. During his career he has taken the opportunity to mentor several IT apprentices and young adults taking the first step in their IT career. Previously Kevin managed support workers in Motherwell, Wishaw and Shotts, both employing support workers through Routes to Work Ltd. and referring those he supported to the service. Page 76 of 128
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North Lanarkshire Council Report Enterprise and Fair Work Committee Does this report require to be approved? ☐ Yes ☒ No Ref (AG/PK) Date 14/11/25 Routes to Work Ltd – Performance & Finance Report From Alison Gordon, Chief Social Work Officer (Education, Families, Justice & Integrated Practice) E-mail gordonal@northlan.gov.uk Telephone 01698 332001 Executive Summary Routes to Work Ltd.’s performance was previously considered by the former ALEOs and External Bodies Monitoring Sub Committee. Following changes to North Lanarkshire Council’s Scheme of Administration, responsibility for oversight of service delivery by arm’s length bodies now rests with the relevant service committee. The functions delivered by Routes to Work on behalf of the Council fall within the Terms of Reference of the Enterprise and Fair Work Committee and a performance report is submitted in line with the Strategic Performance Framework considered by members in November 2019. This report outlines Routes to Work Ltd.’s performance against its charitable objectives and Council priorities for Q4 2024/25 to the end of Q1 2025/26. The financial performance of Routes to Work Ltd. for Q4 2024/25 to the end of Q1 2025/26 and overall financial standing is also included within this report. Recommendations It is recommended that Committee: (1) Note Routes to Work operational performance and finance for Q4 2024/25 to the end of Q1 2025/26, along with wider achievements during that period. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (11) Increase economic opportunities for adults by understanding, identifying, and addressing the causes of poverty and deprivation and barriers to financial inclusion Programme of Work Brighter Futures Item 7 Page 77 of 128
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1. Background 1.1 Routes to Work, established in 2002, is a company limited by guarantee with charitable status which is owned by North Lanarkshire Council. The organisation provides a range of free employability services to North Lanarkshire residents and specialises in providing case worker support to unemployed residents as well as support with accessing vocational training and the short-term costs associated with moving from benefits to employment, such as childcare and travel. They also provide in-work support for up to 6 months for those participants that require it. 1.2 In 2017 the company amended its Memorandum and Articles of Association to extend its area of operation into other local authority areas thereby enabling Routes to Work to bid to deliver national employability programmes in these areas. This is intended to support the long-term sustainability of the company. 1.3 Routes to Work’s Board of Directors currently consists of up to twelve members – two are Category A members appointed by North Lanarkshire Council (one an elected member, and one a senior Council officer) and up to ten Category B directors, who bring specialist expertise to the company and are selected through a formal nominations’ procedure. The Board currently has independent directors with interests and/or experience in local community development and engagement, lifelong learning and skills, business development and support, HR and Law. The Board of Directors has responsibility for ensuring that Routes to Work’s services are delivered in accordance with approved Service Level Agreements and charitable objectives and meets quarterly to fulfil these duties. Council funded activities delivered by Routes to Work are also aligned to The Plan for North Lanarkshire and Council Programme of Work areas. 1.4 Routes to Work has been comprehensively reviewed in 2019 and 2024 with the latest review being reported to the Policy and Strategy Committee on 13 March 2025 where it was agreed that no change to the external delivery arrangements are needed and that the organisation’s work remains aligned and integrated with that of the Council. In addition to contractual performance monitoring by this committee, the Audit and Scrutiny Panel is responsible for ensuring the effectiveness of each entity’s governance arrangements, including financial governance. The Policy and Strategy Committee retains responsibility for considering the outputs from reviews by the council into its arm’s length delivery arrangements, including recommendations in relation to Best Value and potential future delivery options. 1.5 In a wider context Routes to Work Ltd has been central to North Lanarkshire Council’s employability services being among the best performing nationally in terms of numbers engaged and job outcomes. The work of the organisation is integrated and aligned with that of other employability providers in North Lanarkshire by our Local Employability Partnership. This removes duplication of provision while also ensuring there is a range of support available that is tailored to the needs of individuals and their communities. In 2023/24, the last period figures are available for, North Lanarkshire Council employability provision accounted for the largest proportion of people assisted into jobs of the total for Scotland. The performance and sustained commitment of Routes to Work Ltd is at the heart of that achievement. Page 78 of 128
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2. Report Operational Performance Q4 2024/25 to Q1 2025/26 2.1 The operational performance overview for employability initiatives delivered by Routes to Work in the reporting period are attached at Appendix 1. The Q1 2025/26 programme performance demonstrates strong results across all services. Notably, the Single Shared Prosperity Fund All Age service has shown marked improvement, successfully integrating lessons learned from the previous two programmes. It is currently exceeding targets in all areas except engagements. Both the Working for Families and Youth services continue to deliver consistently effective outcomes. Additionally, the newly introduced thematic specialist service, which supports clients involved in health and justice, has surpassed expectations in terms of job outcomes. The sustainability of these jobs is now under review to ensure long-term impact. The following points are service delivery highlights which are not included within the performance measures. 2.2 Justice Partnership Development During the reporting period, there has been an increased focus on partnership development to promote referral pathways for justice and health clients. This has established strong links with several organisations including those below: • HMP Addiewell • HMP Stirling • HMP Polmont • SACRO • NLC Social Work • NLC Restorative Justice • SAMH • Homes First This has resulted in an increase in justice clients in Q1 2025/26 to 11% from 6% in 2024/25. 2.3 Routes to Work Skills Offer Routes to Work undertook a review of their accredited and non-accredited skills offer in Q4 2024/25, benchmarking it against the wider landscape leading to the organisation now also offering these additional qualifications and courses for clients: • REHIS Scottish Certificate for Personal Licence Holders • World Host – Dealing with Conflict • Stepping Up • PX2 – Pacific Institute • Steps to Excellence 2.4 Destination Success Routes to Work expanded the Destination Success programme during 2024/25 in partnership with Education and Families colleagues and partners working with school leavers. The expansion of the pilot created an opportunity to engage both winter and summer leavers across six additional secondary schools, providing post school Page 79 of 128
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destination support to those young people at risk of failing to start or sustain a positive destination. A total of 147 young people were referred to the pilot, with 123 successfully progressing to a positive post-school destination—98% of whom sustained their destination at the six-month follow-up. 2.5 Growth in School Delivery Working in partnership with North Lanarkshire Council Pathways Teachers an initiative was undertaken to deliver an early intervention group programme designed to re- engage young people who had disengaged from mainstream education. The programme served as a vital springboard toward positive post-school destinations and involved nine secondary schools with 92% attendance from the young people. Participants are now receiving ongoing support to help them successfully transition into sustained post-school pathways. a testament to its relevance and impact. 2.6 NL Employer Charter Routes to Work has been recognised as an exemplar employer, receiving Gold accreditation in the NL Employer Charter. 2.7 Armed Forces Covenant In March 2025, Routes to Work signed the Armed Forces Covenant, making a commitment to their staff who serve or have served in the Armed Forces that they will face no disadvantage and that consideration will be given to their service throughout their employment with the organisation. 2.8 Knowledge Transfer Partnership Routes to Work have concluded their Knowledge Transfer Partnership with the University of West of Scotland (UWS). The Social Value Evaluation Report received full assurance from Social Value International. Following the full evaluation, the updated Social Return on Investment calculation revealed that for every £1 invested in Routes to Work they generate £7.34 in social value for our communities. Additionally, Routes to Work and UWS were named finalists in two categories at the 2025 Knowledge Transfer Partnership Awards— Changing the World Award and Best Knowledge Transfer Partnership Award. They are among only three finalists in each category, selected from over 400 applications. Financial Performance Q4 2024/25 to Q1 2025/26 Public Accountability Obligations 2.9 To satisfy the Council’s duty to ensure the organisation delivering employment and training services on its behalf is financially sound, the Council’s Section 95 Officer maintains appropriate and proportionate processes and procedures for scrutinising Routes to Work’s financial performance. 2.10 The Council’s Legal Agreements with Routes to Work specify the financial information which must be submitted to the Council including an annual business plan, quarterly management accounts, audited financial statements etc. to enable Financial Solutions to assess and report any financial risk likely to arise as a result of the Council using Routes to Work to deliver these services. Page 80 of 128
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2.11 The Council expends revenue resources annually with Routes to Work to deliver services which assist the Council in achieving its priority outcomes therefore has a duty to ensure this money is being properly used to deliver both the Council’s and Routes to Work objectives. Financial Outturn to 31st March 2025 2.12 The 2024/25 Annual Accounts approved by the Board at the AGM on 18 September 2025 reported a Net Movement in Funds of £0.809m, which are a result of an actuarial gain on pensions of £0.642m and increased charitable activities of £0.167m. Further details on the Financial Outturn to 31 March 2025 is outlined in Appendix 2. Balance Sheet at 31st March 2025 2.13 Key balances are set out in Appendix 3 to provide members with an update on the overall financial standing of the company, as at 31 March 2025, along with the comparator figures as at 31 March 2024. Council representatives are asked to note that the company has net assets, excluding pension fund assets, of £1.082m (£0.930m in 2023/24). Therefore, Members can be assured that the company has sufficient resources to meet its current obligations. Forecast Financial Performance at 30 June 2025 2.14 For financial year 2025/26, income approved from the Council is £5.019m which represents 98% of the organisations total budgeted income of £5.113m. The balance of income of £0.094m is to support development and management costs. The outturn to 31 March 2026 is projected to be on budget at an operational surplus of £0.072m. A detailed comparison of projected outturn to the 2025/26 Budget are provided in Appendix 4. Balance Sheet at 30 June 2025 2.15 Key balances are set out in Appendix 5 to provide members with an update on the overall financial standing of the company, as at 30 June 2025, along with the comparator figures as at 31 March 2025. Council representatives are asked to note that the company has net assets, excluding pension fund assets, of £1.129m which is a £0.047m favourable movement on the 31 March position. This is predominantly due to favourable movements in cash offset by increased creditors. Therefore, members can continue to have assurance in the company’s resources. Projected Cash flow to 31st March 2026 2.16 The cashflow for the year projected to 31st March 2026 is attached per Appendix 6. Cash balances vary from a high of £2.311m in May 2025 to a low of £0.917m in March 2026. This demonstrates that RTW will hold sufficient cash levels to carry out the approved programme of work. Page 81 of 128
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3. Measures of success 3.1 Routes to Work Ltd. continue to provide an effective employability service on behalf of the Council to support unemployed and underemployed residents of North Lanarkshire. 4. Supporting documentation 4.1 Appendix 1 Routes to Work – Q4 2024/25 to Q1 2025/26 Operational Performance 4.2 Appendices 2 6 Routes to Work – Q4 2024/25 to Q1 2025/26 Financial Performance Alison Gordon Chief Social Work Officer (Education, Families, Justice & Integration) Page 82 of 128
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☒ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The financial performance of Routes to Work is closely monitored by the council’s Section 95 Officer and the financial performance as detailed above, along with other key financial information presented in the report. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ Page 83 of 128
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If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Routes to Work maintain a detailed risk register which is presented to each Board meeting. In terms of the Council, the risk of Routes to Work and the wider employability programmes being deemed non-compliant with external funders is present. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☒ No ☐ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Within all Council employability programmes veterans are immediately eligible for support alongside other priority groups. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Page 84 of 128
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Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 85 of 128
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Appendix 1 Routes to Work – Q4 2024/25 Operational Performance Employability Programme Indicator Target Outcome/Purpose 2024/25 Q4 Target 2024/25 Q4 Actual Blue Red Amber Green Comments No one Left Behind (NOLB) Number of starts Engaged on programme 36 79 B Funding from the Scottish Government to protect young people aged 16 -19 years from the economic impact of COVID -19 by offering them the opportunity of a job, apprenticeship, further or higher education, training programme or volunteering. Targeting particularly excluded groups of 16-19 yr olds. This programme also supports the Education and Families Pathways Programme from October 2022. Entered FE/HE/Training Moved into full time education or training programme 6 6 G Number of qualifications Accredited Qualifications 12 36 B Number of Job Entries Job Entries secured 20 23 B 26-week sustainment Jobs sustained at 26 weeks 70% 76% B Parental Employment Support Fund Number of starts Engaged on programme 84 130 B Funding from the Scottish Government to support employed and underemployed parents who may be at risk of poverty. Number of qualifications Accredited Qualifications 56 47 R Number of Job Entries Job Entries secured 52 49 G 26-week sustainment Jobs sustained at 26 weeks 70% 74% B UK Shared Prosperity Fund 31 Registration Engaged on programme 30 67 B Funding from the UK Government to deliver a a place-based intervention engaging with economically inactive residents and economically inactive parents from agreed geographically areas to improve their life chances and increase their pre-employability skills. The aim is to support project proposals that align with long-term strategic plans for local Supported Employment Receiving transitional support to sustain in employment 15 32 B Sustained Engagement Engaging with Case Worker for 6 months 15 47 B Job Searching Engaged in job searching activities 20 33 B Page 86 of 128
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Job Entries Job entries secured 15 42 B growth, target people most in need and support community renewal. 26-week sustainment Jobs sustained at 26 weeks 70% 76% B Number of starts Registrations 391 322 R Entered FE/HE/Training Moved into full time education or training programme 46 46 G UK Shared Prosperity Fund 35 Number of qualifications Accredited Qualifications 127 95 R Funding from the UK Government to deliver an all-age employability programme supporting economically inactive and unemployed North Lanarkshire residents to progress closer to and into sustainable employment, as well providing the opportunity for low-income in-work residents to upskill through training. Number of Job Entries Jobs 219 153 R 26-week sustainment Jobs sustained at 26 weeks 70% 73% B Routes to Work – Q1 2025/26 Operational Performance Employability Programme Indicator Target Outcome/Purpose 2025/26 Q1 Target 2025/26 Q1 Actual Blue Red Amber Green Comments Working For Families Number of starts Out of work parents engaged 78 127 B Funding from the Scottish Government to support employed and underemployed parents who may be at risk of poverty. Number of starts In work parents engaged 39 33 R Number of qualifications Accredited Qualifications 26 90 B Number of Job Entries Out of work parents gaining work 39 45 B Number of Job Entries In work parents progressing in work 10 11 B Page 87 of 128
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26-week sustainment Jobs sustained at 26 weeks 70% 74% B Youth Service Number of starts Young People Engaging 95 136 B Funding from the Scottish Government and UK Shared Prosperity Fund to provide young people aged 15 -19 years the opportunity of a job, apprenticeship, further or higher education, training programme or volunteering. Targeting particularly excluded groups of 15-19 yr olds. This programme also supports the Education and Families Pathways Programme from October 2022. Number of qualifications Accredited Qualifications 30 48 B Entered FE/HE/Training Moved into full time education or training programme 0 0 G Number of Job Entries Young People gaining employment 48 47 A 26-week sustainment Jobs sustained at 26 weeks 70% 79% B Thematic Service Number of starts Clients engaging 70 84 B Funding from the Scottish Government and UK Shared Prosperity Fund to support residents who main barrier to employment is justice and health, to improve their life chances and increase their pre-employability skills. The aim is to support project proposals that align with long- term strategic plans for local growth, target people most in need and support community renewal. Work is ongoing to identify further support that may be needed to increase sustainability of jobs. Number of qualifications Accredited Qualifications 20 25 B Number of Job Entries Clients gaining employment 28 34 B 26-week sustainment Jobs sustained at 26 weeks 70% 57% R All Age Services Number of starts Clients engaging 298 262 R Funding from the UK Government to deliver an all-age employability programme supporting economically inactive and unemployed North Lanarkshire residents to progress closer to and into sustainable employment, as well providing the opportunity for low-income in-work residents to upskill through training with a focus on Net Zero and Green jobs. Number of qualifications Accredited Qualifications 92 95 G Number of Job Entries Clients gaining employment 142 184 B 26-week sustainment Jobs sustained at 26 weeks 70% 77% B Key: - B - Blue (above threshold) ≥5% of target G - Green (within threshold and on target) = to or + 5% of target A - Amber (within threshold but below target) R - Red (below threshold) ≤ 5% of target Page 88 of 128
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Appendix 2 Routes to Work Limited Outturn to 31 March 2025 Income & expenditure 2024/25 Revised Annual Budget 2024/25 Outturn to 31 March 2024/25 Revised Budget vrs Outturn Commentary £'000 £'000 £'000 Income from NLC No one left behind 627 593 34 Prospects for Parents 725 631 94 S31 - UKSPF Employment Support 572 418 154 S35 - UKSPF Employability & Skills Support 2,688 2,503 185 Programme Information Reporting 44 42 2 Allocations 364 335 28 Total Income from NLC 5,019 4,522 497 Development Income 32 33 (2) Other Income 62 265 (203) Total Incoming Resources 5,113 4,820 293 Under-recovery is predominately due to the timing of receipt of project income. Expenditure: Charitable Activities (5,042) (4,012) (1,030) Total Resources Expended (5,042) (4,012) (1,030) Underspend is predominately due to realisation of acturial gains on pensions. Operational surplus / (deficit) 72 809 (737)Page 89 of 128
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Appendix 3 Routes to Work Limited Overall Financial Standing - Balance Sheet as at 31 March 2024 Balances/ Indicator 31/03/2025 £'000 31/03/2024 £'000 Variance £'000 Commentary Fixed Assets 0 0 0 Current Assets: Trade Debtors 48 764 (717) Improved timing of claims income which is reflected in increased Bank / Cash. Prepayments 685 577 108 Timing of grant claims. Bank / Cash 1,380 511 868 Increase largely attributable to receipt of grant funding. Short Term Investments 0 85 (85) 2,112 1,938 259 Current Liabilities: Creditors inc. Advanced payments, VAT & other taxes (1,030) (1,007) (23) Minor (1,030) (1,007) (23) Net Current Assets 1,082 930 238 Defined scheme pensions liabilities 2,410 1,753 657 FRS102 actuarial valuation Net Asset / (Liabilities) 3,492 2,683 895 Financed by Reserves:- Designated Reserves 475 284 192 Increase predominately within the Impact and Growth Fund to align with the RTW Business Plan and strategy for the next 2 years, coupled with provison for office upgrades and a self-insurance fund. Unrestricted funds 701 721 (20) Minor Unrestricted Pension Fund 2,410 1,753 657 FRS102 actuarial valuation Restricted Funds (94) (74) (20) Minor Total Reserves 3,492 2,683 809Page 90 of 128
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Appendix 4 Routes to Work Limited Projected Outturn to 31 March 2026 Income & expenditure 2025/26 2025/26 2025/26 Commentary Variance Budget vrs Projected Outturn Budget Projected Outturn to 31 March 2025 Variance Budget vrs Projected Outturn £'000 £'000 £'000 Income from NLC No one left behind 627 627 0 Prospects for Parents / WFF 725 725 0 Programme Information Reporting 44 44 0 S31 - UKSPF Employment Support 572 572 0 S35 - UKSPF Employability & Skills Support 2,688 2,688 0 Allocations 364 364 0 Total Income from NLC 5,019 5,019 0 0 Development Income 32 32 0 Other Income 62 62 0 Total Incoming Resources 5,113 5,113 0 Expenditure: Charitable Activities (5,042) (5,042) 0 Total Resources Expended (5,042) (5,042) 0 Operational surplus / (deficit) 72 72 0 Surplus due to timing of receipt of incomePage 91 of 128
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Appendix 5 Routes to Work Limited Overall Financial Standing - Balance Sheet as at 30 June 2025 Balances/ Indicator 30/06/2025 £'000 31/03/2025 £'000 Variance £ Commentary Fixed Assets 0 0 0 Current Assets: Trade Debtors 31 48 (16) Minror Prepayments 695 685 11 Minor Bank / Cash 1,977 1,380 597 Increase largely attributable to receipt of grant funding. Short Term Investments 0 0 0 2,703 2,112 592 Current Liabilities: Creditors inc. Advanced payments, VAT & other taxes (1,574) (1,030) (545) Advance payment from UKSPF (1,574) (1,030) (545) Net Current Assets 1,129 1,082 47 Defined scheme pensions liabilities 2,410 2,410 0 On target Net Asset / (Liabilities) 3,539 3,492 47 Financed by Reserves:- Designated Reserves 467 475 (8) Minor Unrestricted funds 731 701 30 Minor Unrestricted Pension Fund 2,410 2,410 0 On target Restricted Funds (69) (94) 25 Minor Total Reserves 3,539 3,492 47Page 92 of 128
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North Lanarkshire Council Report Enterprise and Fair Work Committee Does this report require to be approved? ☒ Yes ☐ No Ref Date 14/11/25 Fusion Assets’ Performance & Financial Monitoring Report From Pamela Humphries, Chief Officer (Place) E-mail weiry@northlan.gov.uk Telephone Yvonne Weir, Tel 07508 001238 Executive Summary This report provides details of the operational performance of Fusion Assets Limited. (Fusion Assets) during the first six months of 2025/26 (up to 30 September 2025), outlines a range of economic outputs and outcomes being delivered through this Arms Length Organisation (ALEO) and details key highlights achieved during 2025/26. The report also details the financial performance of Fusion Assets for the period 1 April 2024 to 31 March 2025, their overall current financial standing (as at 30 June 2025) and future financial projections. In addition, the report provides a copy of the action plan developed to take forward the recommendations of the ALEO Review reported to Policy & Strategy Committee in March 2025. Recommendations It is recommended that the Enterprise and Fair Work Committee: (1) Acknowledges the content of this report and the operational targets set for Fusion Assets during 2025/26 and performance against these (as outlined in Appendix 1); (2) Acknowledges the financial performance of Fusion Assets (2024/25), their overall current financial standing and future financial projections as detailed in 2.1.4 onwards; and (3) Acknowledge the Action Plan which has been developed to take forward the recommendations of the ALEO Review (as outlined in Appendix 7) The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (3) Maximise the use of our marketable land and assets through improved development in business and industrial infrastructure Programme of Work Transforming Places Item 8 Page 95 of 128
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1. Background 1.1 Fusion Assets is a wholly owned subsidiary of the council. It focuses on delivering physical economic regeneration projects across North Lanarkshire and in particular industrial development – a market where there is currently limited speculative development. Unlike more traditional council owned property companies, Fusion Assets is more similar to an urban regeneration company whose role is focused on the redevelopment of vacant and derelict land and brownfield sites rather than commercial property management. 1.2 It should be noted that Fusion Assets does not receive an on-going or recurring management fee from the council for the delivery of services but rather uses grant funding from the council’s annual Vacant & Derelict Land Fund (VDLF) allocation from the Scottish Government as enabling investment for the acquisition and redevelopment of vacant and derelict land sites. In taking this forward, Fusion Assets has developed a unique and innovative development model where the value of acquired/remediated land sites, together with other loan funding and Fusion’s reserves, is used as equity to set up joint venture partnerships with the private sector that will fund and manage the commercial redevelopment of sites for industrial use. Once industrial units are complete and let/partially let, unless restricted by the terms and conditions of any grant funding, this asset is sold to a private sector investor with returns used to pay off loan funding and re-invested in future regeneration projects. 1.3. Fusion Assets’ operational and financial performance was previously considered by the former ALEOs and External Bodies Monitoring Sub Committee. Following changes to the council’s Scheme of Administration, responsibility for oversight of service delivery by arm’s length bodies now rests with the relevant service committee. The functions delivered by Fusion Assets on behalf of the council fall within the Terms of Reference of the Enterprise and Fair Work Committee. 1.4. In addition to performance monitoring by service committees, the Audit and Scrutiny Panel holds responsibility for ensuring the effectiveness of the administrative and financial governance of all of the council’s ALEOs (including Fusion Assets) whilst the Policy and Strategy Committee retains responsibility for considering the outputs from reviews by the council into its arm’s length delivery arrangements, including recommendations in relation to Best Value and potential future delivery options. 2. Report 2.1 Financial Update Public Accountability Obligations – Financial year 2025/26 2.1.1 To satisfy the Council’s duty to ensure the organisation delivering economic regeneration projects on its behalf is financially sound, the Council’s Section 95 Officer maintains appropriate and proportionate processes and procedures for scrutinising Fusion Assets Limited’s financial performance. 2.1.2 The Council’s Legal Agreements with Fusion Assets Limited’s specify the financial information which must be submitted to the Council including an annual business plan, monthly management accounts, audited financial statements etc., to enable Finance to assess and report any financial risk likely to arise as a result of the Council using Fusion Assets Limited to deliver these services. Page 96 of 128
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2.1.3 The Council expends VDLF resources annually with Fusion Assets Limited to deliver services which assist the Council in achieving its priority outcomes. The Council has a duty to continue to ensure this money is being properly used to deliver both the Council’s and Fusion Assets Limited’s key objectives. Financial Performance 1 April 2024 to 31 March 2025 2.1.4 The company’s audited annual accounts to 31 March 2025, as approved by the Fusion Board on 29/09/25, reports a net profit of £0.556m. This is in comparison to a net profit in 2023/24 of £0.709m. In respect of the underlying operational performance, a net surplus of £0.814m was declared, which is a favourable variance of £0.994m on a net operating expenditure budget of £0.180m. This was predominately due to final profit share income of £0.711m relating to the sale of a JV investment (Gartcosh), favourable movements within rental income (temporary Lanarkshire Enterprise Park compound rental income) and bank interest (higher cash balances and use of high-interest account). A summary is provided at Appendix 2 along with previous year comparator outturn position. 2.1.5 Appendix 3 provides Balance Sheet balances at the 31 March 2025 along with the previous year’s comparative figures and commentary. Council representatives are asked to note net assets totalling £5.285m are predominately due to investment properties held at Newhouse, work in progress on various other sites and cash balances offset by deferred income relating to VDLF. Therefore, Council representatives should be assured that the company is in a healthy position. Overall Financial Standing as of 30 June 2025 2.1.6 Appendix 4 gives an update on the overall financial standing of the company, as of 30 June 2025, together with further information and previous year’s comparator figures. The company has cumulative net assets of £5.535m predominately as a result of investment property at Newhouse, work in progress and cash balances, offset by deferred VDLF income. Council representatives should be assured that the company has sufficient resources to meet its current commitments. Financial Performance 1 April 2025 to 30 June 2025 2.1.7 The company approved a 2025/26 operating budget with projected net operating income of £0.003m. This results in a decrease on the utilisation of reserves of £0.182m from 2024/25 and is mainly the result of the increased rental income (including temporary rental income at LEP). For 2025-26 the company has been successful in securing VDLF funding of £1.798m. In addition, the Enabling Commercial Space Programme through Glasgow City Region will commence during 2025/26 with Ravenscraig Phase 1 being the first of 3 projects being delivered through the £11.3m. A total of £3.1m out of the allocated £11.3m has been allocated to this phase of the project. 2.1.8 Based on their financial statements to 30th June 2025, Fusion Assets is currently projecting an increased over-recovery of £0.068m against budget, which is predominately due to the timing of recruitment of the Project Manager post and increased bank interest. A summary is provided at Appendix 5 along with previous year comparator outturn position. Page 97 of 128
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2.1.9 Reflecting the regeneration and project-based nature of Fusion Assets, the company’s project (capital) development expenditure is monitored cumulatively with spend on all projects fully tracked back to each project’s inception. The summary financial position of the projects as at 30 June 2025 is outlined in table 1 below. Table 1 – Capital development expenditure Budget Actual Projection Variance (Budget v Projection) £ £ £ £ Expenditure (VDLF & Non VDLF) 27,609,349 25,169,746 28,084,620 (475,272) Income (VDLF & Non VDLF) (30,360,709) (23,693,329) (31,057,345) 696,636 Net Cost/Surplus (2,751,360) 1,476,417 (2,972,725) 221,365 2.1.10 As outlined above, cumulative budgeted expenditure of £27.609m has been approved by Fusion Asset’s Board, which will be met from budgeted income of £30.361m, a combination of VDLF grant, Regeneration Capital Grant funding, anticipated capital receipts and Fusion Assets own resources. 2.1.11 An overall surplus of £2.973m is currently projected, which is a reduction of £0.578m from what was previously reported in May 2025 to the Fusion Asset’s Board. These are estimates reflecting current valuations of land transfers and receipts from onward sales, which may fluctuate, impacting the surplus projected. 2.1.12 As of 30 June 2025, net expenditure of £1.476m is reported, with a projected £2.915m of expenditure still to be incurred on pre-development and building works. Further receipts of £7.364m are still anticipated, mainly from the onward sale of developments and VDLF funding. 2.1.13 Members are reminded the total development investment of the current portfolio is in the order of £54m, which predominantly rests with the joint venture companies and excludes some £17.5m of predevelopment works funded through VDLF grants. Fusion Assets’ share of total development costs will be in the order of £8 -10m and will consist of a mixture of land, cash contributions and recycled receipts. Cash Flow Forecast to June 2027 2.1.14 Fusion Assets requires effective cash management to support its development programme therefore the cash position is closely monitored, with the cash balance as at 30 June 2025 totalling £4.823m. The cash flow forecast to June 2027 is shown in Appendix 6. Based on estimated expenditure and receipts the forecast demonstrates there is sufficient funding available to carry out the proposed development programme. The lowest cash balance is forecast at £3.374m in March 2026, with the cash balance forecast to be £3.541m by the end of June 2027. Page 98 of 128
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2.2 ALEO Review Action Plan 2.2.1 The ALEO Review reported to Policy & Strategy Committee in March 2025 identified 17 areas for future development within Fusion Assets Limited under 6 main themes which are: 1. Address Staffing and Knowledge Risks 2. Enhance Administrative and Operational Resource 3. Expansion of Service Offerings and Expertise 4. Align more closely with Strategic Objectives 5. Amend Articles of Association for Broader Objectives 6. Branding and Digital Presence 2.2.2 An action plan, attached at Appendix 7, has been developed in consultation with Fusion Assets Limited to address the areas identified and recommendations from the ALEO Review. The action plan was presented and endorsed by Fusion Assets Limited’s Board meeting on 3 June 2025. 2.2.3 The action plan represents an initial evaluation of the proposed actions and is designed to be a dynamic document, subject to ongoing review and refinement. Progress will be tracked and reported regularly to the Fusion Assets Limited Board, while the Enterprise and Fair Work Committee will oversee the implementation of the action plan through biannual performance monitoring reports. 3 Measures of Success 3.1 Fusion Assets Limited’s measures of success are reflected in the level of physical regeneration works which they deliver together with economic outcomes achieved from investment made. Appendix 1 provides the Operational Performance Measures, Targets and Outcomes for 2025/26 and the cumulative outcomes since 2011. A review of how to improve the measurement of economic impact from these investments is being carried out. 3.2 For 2024/25 the main targets and outcomes were achieved: • Securing planning approval for Plot 1 (2.37 ha) at Ravenscraig which consists of four units totalling 61,000 sqft and letting a contract for the second phase of enabling works to prepare the site for development. • Successfully letting the second (15,500 sqft) unit at Link Park, Newhouse and bringing 72 new jobs to North Lanarkshire and securing funding for the development of a third building on the remaining undeveloped plot (0.9 ha) with a construction contract now in place. • Securing VDLF funding and letting a contract for enabling works on Plot 4 (0.6 ha) at Gartcosh Industrial Park. 3.3 In terms of 2025/26 Fusion Asset’s targets and outcomes are as follows: • Secure funding and bring forward plans to build a second phase of development (three units totalling 68,000 sqft) at Gartcosh Industrial Park through its joint venture company – Gartcosh Estates LLP. • Establish a new joint venture company for Condor Park, Eurocentral, secure funding for the development of a multi let scheme totalling 40,600 sqft and begin construction works. Page 99 of 128
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• Secure City Deal funding to take forward the development of Plot 1 at Ravenscraig and begin construction of the first phase consisting of two industrial units of circa 30,000 sqft. • Submit a detailed planning application for Phase 4 at Gartcosh Industrial Park which consists of a stand-alone 40,000 sqft manufacturing and distribution unit. • Completing the construction of Building 3 (19,300 sqft) at Link Park, Newhouse and letting the unit. • Complete Action Plan in response to recommendations in the ALEO review reported to Policy & Strategy Committee in March 2025. 4. Supporting documentation 4.1 The following appendices support this report:- Appendix 1 Performance Indicators & Outcomes Appendix 2 Fusion Assets Limited - Financial Performance as at 31st March 2025 Appendix 3 Fusion Assets Limited - Overall Financial Standing as at 31st March 2025 Appendix 4 Fusion Assets Limited - Overall Financial Standing as at 30th June 2025 Appendix 5 Fusion Assets Limited - Financial Performance as at 30th June 2025 Appendix 6 Fusion Assets Limited - Cashflow Forecast as at 30th June 2025 Appendix 7 Fusion Assets Limited – ALEO Review Action Plan (June 2025) Pamela Humphries Chief Officer (Place) Page 100 of 128
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The financial performance of Fusion Assets Limited is closely monitored by the council’s Section 95 Officer and the financial performance as detailed above, along with other key financial information presented in the report. Fusion Assets Limited does not receive an on-going or recurring management fee from the council for the delivery of services but rather uses grant funding from the council’s Vacant & Derelict Land Fund (VDLF) allocation as enabling investment for the acquisition and redevelopment of vacant and derelict land sites. The award of £11,287,602 to the Council to support the Enabling Commercial Space Programme, subject to Full Business case approval, will be delivered by Fusion Assets Limited and include the delivery of developments at Ravenscraig Industrial Park and Westfield Point, Cumbernauld. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Grant agreements are being developed between North Lanarkshire Council and Fusion Assets Limited for both the GCR Enabling Commercial Space Programme and the Vacant and Derelict Land Fund Page 101 of 128
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5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Individual Project Risk Registers are in place for projects. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Page 102 of 128
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Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 103 of 128
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Appendix 1 Fusion Assets Limited - 2025/26 Operational Performance Measures, Targets and Outcomes Area of Activity Performance Indicator 2025/26 Target Outcome Outcome Achieved Comments Cumulative Total (Since 2011) Improve economic opportunities and outcomes Support development of strategic investment sites, Enterprise Areas and Industrial Parks Number of infrastructure works to support strategic industrial sites 3 Works to be taken forward at Gartcosh (Phase 2 development and phase 4 planning), Eurocentral (JV to be established) and Ravenscraig Industrial Park (Plot 1 enabling and development) 16 Area of Activity Performance Indicator 2025/26 Businesses Accommodated by site as at 31st March 2026 Comments Cumulative Jobs Total (Since 2011) Support businesses in expansion and development Number of new gross businesses re-located T A R G E T Dundyvan Enterprise Park N/A A C T U A L Dundyvan Enterprise Park N/A Dundyvan was sold in 2018 and Western Campus in October 2019. Businesses accommodated at these sites have not been counted from after the date of sale. Link Park - Unit 2 in Building 1 is now vacant and currently being marketed Gartcosh – all three units in Phase 1 are now let and the investment sold in April 2024. 13 Western Campus N/A Western Campus N/A 12 Drumpellier N/A Drumpellier N/A 4 Link Park N/A Link Park N/A 5 Gartcosh (Phase 1) N/A Gartcosh (Phase 1) N/A 3 Page 104 of 128
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Total Number of businesses accommodated when properties under ownership of Fusion Assets/Fusion Assets JV. 37 Area of Activity Performance Indicator 2025 Number of Gross Jobs Created by Site as at 31st March 2026 Comments Cumulative Total (Since 2011) Enhance the number of direct, indirect and induced jobs Number of new direct gross jobs created (FTE) TARGETS ACTUAL Dundyvan Enterprise Park N/A Dundyvan Enterprise Park N/A Dundyvan sold in 2018 and Western Campus in 2019. Jobs created since date of sale have not been included. Drumpellier fully let prior to 1st April 2023, no change since then. 119 Western Campus N/A Western Campus N/A 166 Drumpellier N/A Drumpellier N/A 53 Buildings 1 and 2 50 20 Link Park 50 72 Unit 2 in Building 1 is now vacant and currently being marketed 185 Gartcosh (Phase 1) N/A Gartcosh Phase 1 N/A Phase 1 now sold by Gartcosh Estates LLP. 85 Total Number of gross jobs created when properties under ownership of Fusion Assets / Joint Ventures and Plot A2 at Link Park which was built out through forward funding and development agreement. 608 Area of Activity Performance Indicator 2025/6 Target Outcome (ha) Actual Outcomes as at 31st March 2026 Comments Cumulative Total - Ha (Since 2011) Improve the health and wellbeing of our communities Improve brownfield and vacant & derelict land Total of vacant and derelict land improved (ha) 6.3 2025/26 targets related to development of land at Ravenscraig plot 1 and Gartcosh plot 4. Works will commence in Q3 with VDLF grant support 18.35 Page 105 of 128
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Vacant & derelict land sites removed from register Total of vacant and derelict land taken off register (ha) 1.8 Previous land removed to date includes from Dundyvan Enterprise Park, Western Campus, Link Park (part), Drumpellier Business Park (part) and Gartcosh Phase 1 (part). Target for 2025/26 includes development at Gartcosh phases 1 and 2. Part of Link Park, Newhouse (Building 2) anticipated to be removed from register in 2025/26. 9.88 V&DL acquired for commercial development V&DL acquired (ha) N/A N/A 18.09 Area of Activity External Funding Leverage by Fusion Assets (Completed Projects) Comments Cumulative Total (Since 2011) Improve North Lanarkshire’s Resource Base Leverage on Council Investment Project Dundyvan Western Campus Gartcosh Phase 1 Drumpellier Link Park – has been excluded until full development completed / financed Gartcosh Phase 1: Excludes VDLF investment made in Phase 2, 3 and 4 as this not currently financed. Total Total Project Spend £2,985,993 £4,209,915 £5,541,621 £1,646,596 £14,384,125 VDLF £162,917 £748,564 £976,000 £300,000 £2,187,481 NLC N/A £99,351 N/A N/A £99,351 RCGF N/A N/A N/A £1,116,591 £1,116,591 Private Sector £387,750 £631,000 £857,000 £115,000 £1,990,750 Fusion £530,326 £631,000 £524,000 £115,000 £1,800,326 Loan Finance £1,905,000 £2,100,000 £3,184,621 N/A £7,189,621 Ratio of Leverage achieved from NLC investment (inc. VDLF 18:1 5:1 6:1 5:1 6:1 Page 106 of 128
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Funding) Page 107 of 128
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Appendix 2 Fusion Assets Limited Financial Performance as at 31st March 2025 Income & expenditure 2023/24 Commentary Budget Final Outturn Variance Final Outturn £ £ £ £ Rental Income 177,759 303,813 126,054 159,347 Unbudgeted income in relation to rental of a piece of land at York Rd, Chapelhall to HFD Bank Interest 3,000 117,412 114,412 19,084 Increased interest due to higher cash balances and investment in a high interest account Investments 0 0 0 0 On target Misc 0 710,768 710,768 803,991 Final Profit share arising from Sale of JV Asset (Gartcosh) Total Income 180,759 1,131,992 951,233 982,421 Expenditure: Staff costs (200,850) (199,588) 1,262 (188,250) Minor Board Costs (15,000) (15,000) 0 (15,041) On target Premise Costs (9,688) (10,594) (906) (10,037) Minor Operating Costs (120,500) (86,480) 34,020 (82,394) Decreased expenditure in professional fees and development fees Running Costs (14,300) (6,644) 7,656 (6,054) Decreased expenditure in Equipment & Expenses Total Expenditure (360,338) (318,305) 42,032 (301,776) Net Surplus/Deficit (179,579) 813,687 993,265 680,645 Accounting adjustments: Release of deferred grant income 0 343,994 343,994 2,185,902 Unrealised gain/(loss) on investment property 0 (70,732) (70,732) 206,735 Impairment 0 (238,137) (238,137) (2,185,902) Tax provision 0 (292,978) (292,978) (178,023) Increase / (Utilisation) of Reserves (179,579) 555,834 735,413 709,357 2024/25 Page 108 of 128
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Appendix 3 Fusion Assets Overall Financial Standing - Balance Sheet as at 31 March 2025 Balances/ Indicator as at 31 March 2025 as at 31 March 2024 Movement Commentary £'000 £'000 £'000 Fixed Assets: Investments 0 1,040 (1,040) Investment in Gartcosh Estates LLP sold in 2024/25 Investment Property 4,320 4,320 0 On target - Newhouse Building 1 & 2 Plant & Equipment 0 0 0 On target 4,320 5,360 (1,040) Current Assets: Stocks 3,876 3,685 191 Work in progress Trade Debtors 1,655 621 1,034 Movement in accrued debtors, VAT recoverable, deferred taxation, accrued income and prepayments Bank 3,806 2,236 1,570 Timing of income received and increased bank interest 9,337 6,543 2,795 Current Liabilities: Other Creditors inc. VAT & other taxes (6,058) (4,859) (1,199) Movement due to deferred income (VDLF), accrued creditors and tax (6,058) (4,859) (1,199) Net current Assets/(liabilities) 3,280 1,684 1,596 Creditors: Amounts falling due over 1 year (2,314) (2,314) 0 On target - deferred income Net Asset / (Liabilities) 5,285 4,729 556 Page 109 of 128
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Appendix 4 Fusion Assets Overall Financial Standing - Balance Sheet as at 30 June 2025 Balances/ Indicator as at 30 June 2025 as at 31 March 2025 Movement Commentary £'000 £'000 £'000 Fixed Assets: Investments 0 0 0 On target Investment Property 4,320 4,320 0 On target - Newhouse Building 1 & 2 4,320 4,320 (0) Current Assets: Stocks 4,753 3,876 877 Work in progress Trade Debtors 600 1,655 (1,056) Predominately due to the release of debtors accruals , VAT recoverable, deferred taxation, accrued income, prepayments Bank 4,823 3,806 1,017 Increase largely due to reciept of profit share element in relation to sale of part of the Newhouse development Short-Term Investments 0 0 0 On target 10,176 9,337 838 Current Liabilities: Trade Creditors 0 0 Other Creditors inc. VAT & other taxes (6,646) (6,058) (589) Deferred income (VDLF), accruals, tax (6,646) (6,058) (589) Net current Assets/(liabilities) 3,529 3,280 249 Creditors: Amounts falling due over 1 year (2,314) (2,314) 0 On target - deferred income (Boots) Net Asset / (Liabilities) 5,535 5,285 249 Page 110 of 128
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Appendix 5 Fusion Assets Limited Financial Performance as at 30th June 2025 Income & expenditure 2024/25 Commentary Annual Budget Projected Outturn Variance Final Outturn £ £ £ £ Rental Income 319,598 319,598 1 303,813 On target Misc Income 99,120 99,120 0 0 On target Bank Interest 25,000 50,000 25,000 117,412 Increase in bank interest due to level of cash balances, cashflows and use of high-interest account Investments 0 0 0 0 On target Misc 0 0 0 710,768 On target Total Income 443,718 468,718 25,001 1,131,992 Expenditure: Staff costs (206,745) (228,752) (22,007) (199,588) Realignment of project management budget to Employee costs with the recruitment of Project Manager post currently underway. Board Costs (15,000) (15,000) 0 (15,000) On target Premises Costs (10,072) (10,072) 0 (10,594) On target Operating Costs (192,000) (127,000) 65,000 (86,480) Realignment of project management budget to Employee costs Running Costs (17,000) (17,000) 0 (6,644) On target 0 0 0 0 On target Total Expenditure (440,816) (397,823) 42,993 (318,305) Net Surplus/Deficit 2,901 70,895 67,994 813,687 Accounting adjustments: Release of deferred grant income 0 0 0 343,994 On target Unrealised gain/(loss) on investment property 0 0 0 (70,732) On target Impairment 0 0 0 (238,137) On target Tax provision 0 0 0 (292,978) On target Increase / (Utilisation) of Reserves 2,901 70,895 67,994 555,834 2025/26 Page 111 of 128
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Appendix 6 0.000 1.000 2.000 3.000 4.000 5.000 6.000 Apr- 25 May- 25 Jun- 25 Jul- 25 Aug- 25 Sep- 25 Oct- 25 Nov- 25 Dec- 25 Jan- 26 Feb- 26 Mar- 26 Apr- 26 May- 26 Jun- 26 Jul- 26 Aug- 26 Sep- 26 Oct- 26 Nov- 26 Dec- 26 Jan- 27 Feb- 27 Mar- 27 Apr- 27 May- 27 Jun- 27 balance 4.92 5.01 4.82 4.40 4.29 4.43 4.57 4.82 4.63 4.46 4.32 3.37 3.45 3.54 3.54 3.60 3.67 3.68 3.54 3.62 3.63 3.49 3.58 3.54 3.45 3.53 3.54 Forecast Cash Balances to 30th June 2027 Page 112 of 128
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Appendix 7 – Fusion Assets – ALEO Review Action Plan (June 2025) Opportunities Identified Action Responsibility Work to date Timescale 1 Council should explore funding opportunities to support delivery and scalability of Fusion Assets Potential new funding stream to be identified from Glasgow City Region as well as other Scottish and UK initiatives such as National Wealth Fund. Managing Director / NLC Enterprise Manager / Board £11.287m secured through City Deal’s Enabling Commercial Space programme, subject to approval of full business case. Ongoing - quarterly review of funding landscaping between NLC & FA. 2 Fusion Assets & Council develop Business Case to explore other opportunities beyond industrial sector. NLC have work ongoing looking at mid-market housing which requires delivery vehicle to be outwith Council. Fusion Assets may be suitable to undertake this role or be involved. May be other opportunities emerging from NLC’s Business and Industry strategy once completed. Managing Director / NLC Enterprise Manager / Board Initial meeting between NLC/Fusion Assets taken place re MMR model. Background information in process of being passed to Fusion Assets. FA engaged with NLC and consultants in preparation of new Business & Industry Strategy. Initial legal work and financial modelling underway with final completion targeting August 2026. B&I Strategy to be presented to November 2025 EFW Committee. Area for future Development Action Responsibility Work to Date Timescale 3 Address Staffing and Knowledge Risks. (a) Review resources and consider options to increase capacity to enable future expansion of activity. (b) Implement formal knowledge management system and prepare Business Continuity Plan. Managing Director / Board Managing Director/Board Board considering appointment of Project Manager to increase staff resources and capacity. NLC passed on BCP template and guidance for consideration and incorporation into Corporate Governance Manual. System to be used to address succession planning and knowledge sharing. New post to be taken through NLC Workforce Steering Group, advertised and in place by the end of 2025. Draft BCP to be presented to December Board meeting and thereafter a testing scenario carried out annually. 4 Enhance Administrative and Operational Resource Consider technology solutions to streamline operations and improve efficiency Managing Director / Board Acquisition of Microsoft Project License or similar if new project manager recruited. Feasibility and costs to be identified for Page 113 of 128
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Keep under review requirements for additional admin or financial resources. Investigate practicality of FA having own email address and whether to remain on NLC IT system. December Board meeting. Annual Review associated with SLA with Finance. Initial meeting to be arranged with IT to review options. 5 Expansion of Service Offerings and Expertise (a) Consider broadening the range of development projects undertaken including collaboration with NLC to identify and strategic opportunities in housing, retail, or mixed-use developments. (b) Conduct a feasibility study to identify new development projects, including underutilised or strategically significant properties. (c) Conduct a feasibility study for the provision of consultancy services to other public sector organizations or local authorities lacking in-house expertise. (d) Establish partnerships with local businesses, third-sector organisations, and NL Properties LLP to leverage additional resources and expertise. Managing Director / NLC Enterprise Manager / Board Mid-market housing currently being considered under (2) Priority sites to be identified and investigated from ongoing work for Business and Industry Strategy. Fusion Assets previously worked with SFT to replicate funding and delivery model. Company is currently assisting Glasgow City Region team with development of new projects and funding programmes. Discussions ongoing to clarify who relevant local stakeholders are to allow FA to broaden its network of contacts. Initial feasibility work underway with August 2026 target for completion. Anticipated that Ryden will have completed their work by September 2025 to identify priority sites. Position to be reviewed in 6- 12 months to see if any opportunities have emerged from Glasgow City Region. Meeting to be arranged with NLC Estates and NLP to discuss and scope areas of opportunity. 6. Align more closely with Strategic Objectives (a) Review and update any memorandum of understanding or service-level agreement with North Lanarkshire Council to define Managing Director / NLC Enterprise (a) Fusion Assets operates through individual grant agreements. Key performance indicators are KPIs due to be updated for November 2025 EFW Committee and grant Page 114 of 128
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expectations, objectives, and key performance indicators (KPIs). (b) Strengthen alignment with key NLC strategies, including The Plan for North Lanarkshire and the Programmes of Work including Transforming Places and Invest NL. (c) Review current Performance Management Framework to ensure metrics reported clearly demonstrate alignment with the Council’s priorities including ERDP, Transforming Places Programme of Work. (d) Strengthen oversight and monitoring arrangements and ensure close alignment with NLC’s strategic plan and programmes of work. (e) Collaborate with NL Properties LLP to define clear boundaries and roles for commercial property rental activities Manager / Board reported to Committee on a biannual basis. Reporting format currently being reviewed by NLC. (b) FA business plan to incorporate and reflect NLC priorities and ensure alignment. (c) New Performance Management Report being finalised. FA outputs already captured in update reports to ERDP Action Plan, Transforming laces Programme of Work and FA Performance Monitoring Report to EFW Committee. NLC to separate out FA projects for greater visibility. (d) Per (c) and FA FA will be represented on Business and Industries sub-group of Transforming Spaces POW (e) Meeting to be arranged with NLP to discuss. process and legal agreements to be reviewed. FA Business Plan due to be updated in 2026. November 2026 for Business & Industry Group to review performance management framework and monitoring arrangements. Timescale to reflect 5(d) 7 Amend Articles of Association for Broader Objectives Initiate a review of the current Articles of Association to identify constraints and areas for potential amendment Managing Director / Board Articles of Association are only likely to need amended if company & Council decide that Fusion Assets should operate out with North Lanarkshire. Requirement to be monitored and reviewed quarterly at Board meetings, particularly in relation to new initiatives such as mid- market rent. 8 Branding and Digital Presence (a) Update Fusion’s branding and website. Managing Director / Board Update of website underway – work tendered and suppliers appointed. Communications strategy to be prepared targeting Fusion Assets 20th anniversary in 2026. Complete for Board meeting of 9th September 2025. Draft to be presented by September 2025 and Page 115 of 128
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(b) Develop a social media and digital communications strategy to increase visibility, engagement, and stakeholder awareness. (c) Allocate resources for regular content creation to keep stakeholders informed and involved. Freelance marketing resource to be retained for content creation, events and publicity /stakeholder engagement. completed by December Board meeting. Focus to be on 2026 – UKREiiF and 20th anniversary of FA being established. Page 116 of 128
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North Lanarkshire Council Report Enterprise and Fair Work Committee Does this report require to be approved? ☐ Yes ☒ No Ref: NLC-CPT-24-044 Date: 14 November 2025 Contract Award for Management Services for The Centre Cumbernauld From Pamela Humphries, Chief Officer (Place) E-mail HumphriesP@northlan.gov.uk Telephone: Stuart Hodge, Project Development Manager – 07583 091571 Executive Summary In accordance with the councils General Contract Standing Orders (GCSOs), the Committee is asked to acknowledge the award of a contract for Management Services for The Centre Cumbernauld (the ‘Agreement’) following the undertaking of a procurement procedure as detailed within this report below. Permission to award outwith the committee cycle in accordance with GCSO 21.3.2 was sought given the complex nature of the Agreement and to expedite its implementation given the previous service provision was due to expire on 30 September 2025. The Agreement was approved for award in accordance with GCSO 21.3.2 by the Depute Chief Executive on 13 August 2025 and the Agreement was formally awarded on 28 August 2025 following the application of a mandatory 10-day “standstill” period. Recommendations It is recommended that the Committee: (1) Acknowledges the award of the Agreement to Gatehouse Property Management Limited (the “Contractor”) at the approximate value of One Million, Six Hundred and Thirty Thousand, Six Hundred and Eighty Seven Pounds and Sixty Four Pence (£1,630,687.64) exclusive of VAT for the maximum period of 108 months (nine years) made up of an initial period of 60 months that commenced on 01 October 2025 with the council reserving the right to extend the Agreement for additional periods up to a maximum of a further 48 months in four x 12-month increments. The Plan for North Lanarkshire Priority All priorities Ambition Statement (2) Refocus our town centres and communities to be multi-functional connected places which maximise social, economic, and environmental opportunities Programme of Work Transforming Places Item 9 Page 117 of 128
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1. Background 1.1 The council is looking to transform Cumbernauld by regenerating its town centre to create a place where people can move freely, thereby integrating and connecting the developments within the town centre. 1.2 To kick start this transformational change, the council has acquired the two adjoined shopping centres occupying an extensive site in the middle of Cumbernauld town centre - ‘The Centre Cumbernauld and Cumbernauld Shopping Centre’ (known as ‘The Centre Cumbernauld’ (TCC)). 1.3 This project forms part of the council’s core investment programme ‘The Place – The Vision’ which recognised Cumbernauld as one of eight towns in North Lanarkshire, and the largest town within the local authority. Additionally, given the stature of the project, a project board, working group and sub-working groups were created to oversee and maximise the delivery and transformation of TCC. 1.4 Consultation work has been undertaken to develop the “Cumbernauld Town Vision” and community engagement work was carried out to seek feedback on this proposal, the acquisition of TCC, its demolition and its redevelopment which remain central to the community aspirations and ambitions for a new, successful, and attractive town centre with a much-improved central infrastructure. The redevelopment of TCC would also open opportunities to regenerate land currently occupied by Fleming House and other public buildings such as, the Tryst, the Link, Bron Way, Cumbernauld New Town Hall and Cumbernauld Health Centre. 1.5 TCC was built in the 1960 / 70s and occupies an extensive site in the middle of Cumbernauld town centre. Formed on either side of a major public road (Central Way/A8011) and connected by overhead pedestrian foot bridge / walkway, it extends to over 5 hectares in size including car parks. However, a lack of investment over several years has meant that the centre itself is in relatively poor condition (requiring extensive repairs and improvement if it was to be retained as an operational asset in the longer-term). 1.6 Following the acquisition of TCC, the council novated two historic management contractual arrangements from the previous owner on a short-term basis for an initial 12 months to enable a smooth operating transition and to minimise disruption to existing tenants. These arrangements were regarded as the “Asset Manager” and “Property Manager”. The Asset Manager arrangements is intended to add value to TCC by increasing income through lease management, new lettings, rent reviews whilst limiting the council’s financial liabilities incurred as landlord in accordance with an agreed strategy employed to maximise the net rental income and minimising expenditure. The Property Manager arrangement is concerned with the daily operation of TCC including hard and soft facilities management such as staffing, maintenance, security, collection of rents, service charge etc. 1.7 In addition to the Asset and Property Manager arrangements, the council also procured a separate oversight / management agreement knowns as the “Client Interface”. The Client Interface acts as the go between for the council and the Asset and Property Managers essentially acting as the council’s project manager whilst also providing guidance, advice and expertise on operating a commercial shopping destination. Page 118 of 128
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1.8 Initially the Asset Manager, Property Manager and Client Interface were to be in situ until 30 June 2024. However, to enable the council to greater understand the management and operation of TCC and to ensure the procurement of long-term arrangement are procured effectively, a short-term extension arrangement was awarded to the incumbent providers until 30 September 2025. 1.9 With the arrangements above only in situ for a short period of time, the council was required to procure longer-term management arrangements for its longer-term vision of operating TCC, the rundown phase of the Centre and eventual closure. Although initially envisaged as a single multiple lot arrangement for the management of TCC (Lot 1 – combined Asset and Property Manager, and Lot – 2 Client Interface), it has been determined that the Client Interface was not required going forward. Accordingly, pending completion of the procurement procedure for the Agreement, it was determined that the Client Interface role would end when the current contract finished on 30 September 2025. 1.10 In order for the redevelopment to proceed, TCC will have to be rundown gradually and ultimately demolished. Demolition is likely to be completed over two stages with Stage 1 scheduled for 2027 and Stage 2 commencing between 2031 and 2033. This means that the centre will continue to operate over the next 7 to 8 years albeit with a reducing floor area. 1.11 The long-term asset and property management agent will commence on 1st October 2025 and the Agreement will run until the centre is fully vacant around 2031 – 2033 depending on demolition programming. Therefore, and in addition to the existing services provided by the Asset and Property Manager, the Agreement will include those currently provided within the short-term agreements (as above) whilst introducing elements including but not limited to • managing new and existing leases including rent reviews, rent collection and arrears and debt recovery • day-to-day management of the centre including security and cleaning • marketing available units • assisting with relocation of existing tenants within the centre • maintenance of the centre including undertaking capital expenditure if required • preparing financial statements • preparing monthly management reports • attending relevant meetings 1.12 To enable appropriate development and execution of the procedure required to form the Agreement, a panel of technical, legal, estates, asset management and procurement representatives (the “User Intelligence Group (UIG)”) was formed. 1.13 The UIG were responsible for developing the required internal contract strategy (the “Contract Strategy “) for the Agreement. The Contract Strategy sets out the parameters and approaches the council would apply within the procurement, tendering, contracting and end of life stages of the Agreement following appropriate analysis, research and investigation to ensure the council achieves maximum benefit where possible. In accordance with GCSO 4.4, the Contract Strategy for the Agreement was approved on 14 April 2025. 1.14 Additionally, as part of the development of the Contract Strategy, the council undertook a number of pre-tender / market engagement activities to assist in shaping the Agreement, these tasks included publication of a Prior information Notice (PIN) on 09 August 2024.As Page 119 of 128
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part of the PIN, interested parties were asked to complete and return a short questionnaire to assist the council in shaping the Agreement. The PIN process resulted in 17 companies expressing an interest in the opportunity and downloading the council’s questionnaire, with five completed questionnaires returned to the council. 2. Report 2.1 The initial estimated value of the Agreement dictated that the opportunity be considered as a “Higher Threshold Regulated” procurement procedure. On 15 April 2025, a Contract Notice for the opportunity was published on the Public Contracts Scotland and the UK Find a Tender (FTS) website. 2.2 As determined within the Contract Strategy, the procurement procedure was undertaken as an “Open Procedure”. The Open Procedure is a single stage competitive procurement procedure where following the publication of the Contract Notice, any interested party could submit a tender. 2.3 Based on the evaluation criteria and scoring methodology set out in the procurement procedure, an evaluation of tenders received was completed by members identified by the UIG as having the technical knowledge and experience to evaluate tenders in a professional and fair manner. 2.4 Following completion of the procurement procedure in line with the terms, conditions and processes contained within, the recommended Contractor has been evaluated as submitting the most economically advantageous tender. 2.5 Appendix 1 provides a summary of the procurement procedure undertaken including the key considerations and outcomes. Financial / Budget Consideration 2.6 The pre-tender wholelife estimate budget for the Agreement was £1,870,000. The costs associated with delivery of the Agreement will be contained within the Capital Programme for the City Deal and Regeneration team within Place. 2.7 Given the Agreements approximate value of £1,630,687.64, the Agreement is anticipated to generate savings of approximately £239,312.36. Price Stability 2.8.1 The Agreement includes a mixed fixed / variable pricing mechanism. This approach provides certainty and flexibility to both the council and the Contractor. 2.8.2 Prices / rates submitted by the Contractor within their tender shall be firm for the first 12- month period of the Agreement and thereafter, prices / rates may be subject to annual review as set out in the Agreement. This review shall in no circumstances introduce increases greater than the % level of RPI at the time of the request. Additionally, this approach should enable any increases in the Living Wage and / or a rise in inflation to be accommodated and passed back to the Contractors staff that are delivering the Agreement. Page 120 of 128
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2.8.3 Consideration has also been given to how the cost to provide services within the Agreement shall fluctuate and potentially decrease as the Agreement evolves given that as the run-down of TCC progresses, the cost to deliver services should reduce. Accordingly, conditions within the Agreement will allow the council to apply cost changes as and when parts / areas of TCC are closed off for use reducing the overall cost of the Agreement as time progresses. Community Benefits 2.9.1 The council is committed to maximising the delivery of community benefits. The procurement included a community benefit requirement, this approach is designed to deliver local community benefits where possible. 2.9.2 Within their tender, the recommended Contractor committed to deliver community benefits as detailed within Appendix 1 of this report: 2.9.3 The community benefits committed as part of the Agreement includes the creation of jobs or apprenticeships. Fair Work First and Payment of the Living Wage 2.10.1 Within their tender submission, the recommended Contractor intimated that they would commit to areas of the Scottish Governments “Fair Work First” initiative including career pathways, flexible working, training programmes and wages exceeding the minimum wage. 2.10.2 Further information on the Living Wage status of the recommended Contractor is detailed in Appendix 1. Contract Management 2.11 Officers from the City Deal and Regeneration team within Place will be responsible for managing the Agreement which will be undertaken in accordance with the contract and supplier management conditions applied within the Agreement. 3. Measures of success The Agreement will deliver the following outcomes; 3.1 Best Value will be demonstrated as outlined in Appendix 1; 4. Supporting documents Appendix 1 Summary of Procurement Procedure Page 121 of 128
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Pamela Humphries Chief Officer (Place) Page 122 of 128
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Appropriate engagement in terms of Equalities has been undertaken for the full TCC project and an Equalities Impact Assessment (EIA) is being prepared as at time of writing this strategy. It is anticipated that the EIA will be agreed and approved prior to this Agreement commencing. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☒ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The projected costs have been estimated and contained within the budgets for managing the town centre. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Page 123 of 128
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Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? All procurement procedures will have potential legal implications however throughout this Agreement, compliance with the councils General Contract Standing Orders and the relevant procurement regulations has been maintained with advice from colleagues in Corporate Procurement and Legal Services sought as and when required. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☒ No ☐ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e-mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ Page 124 of 128
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If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Potential project risks have been identified and are contained within the risk register for the management of the shopping centre. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex-Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 125 of 128
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Appendix 1 – Summary of Procurement Procedure Overview Reference NLC-CPT-24-044 Title Management Services for The Centre Cumbernauld Classification Services - Standard Responsible Chief Officer and Position Pamela Humphries, Chief Officer (Place) Competition Governance by Value Higher Threshold - Public Contracts (Scotland) Regulations 2015 Route to Market Open Procedure Interest Total Expression of Interest (EoI) 18 EoI from NLC Based Businesses 1 Tenders Received Total No. of Tenders Received 2 No. of Tenders From SME’s 2 No. Tenders from NLC Based Businesses 0 No. of Tenders from Supported Businesses 0 Award Criteria Quality Weighting 70.00% Price Weighting 30.00% Evaluation Scoring Contractor(s) Score 84.80% Unsuccessful Tenderer Scoring Range 80.00% How Has “Best Value” Been Demonstrated? The Agreement shall obtain Best Value by providing the foundation to transform and futureproof the centre of Cumbernauld however additional Best Value consideration are detailed below: • Combined Property and Asset Management roles for economies of scale and streamlined procurement process utilising less internal resources. • Appropriate cost control measures are implemented to explore potential pricing mechanisms that will allow the Council to continue to obtain services in a manner that delivers a sustainable financial approach; • Competitive open market testing and tender procedure to maximise competition; and • Compliance with Sustainable Procurement Duty i.e.: o maximising Community Benefits; o promotion of Fair Work First; Page 126 of 128
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o reducing the environmental impact of delivering the service requirements; and o compliance with the Modern Slavery Act; Additional Comments Award Details General Overview Total / Approximate Value £1,630,687.64 Contract Duration (Months) 60 + 12 + 12 + 12 + 12 Contractor Registered Name(s) Gatehouse Property Management Limited Contractor Overview Registered Local Authority Area Glasgow City Contractor(s) Size Small Living Wage Paying the Living Wage Yes Living Wage Accredited No Overview of Community Benefits Community Benefit Outcome Qty Offered Community Benefit Outcome Qty Offered Financial Support for a Community Project / Organisation 1 MCR Pathways 1-2-1 Mentoring Programme (or equivalent Programme) 2 Non-financial Support for a Community Project / Organisation 1 Educational Visits 2 New Job for an Individual from a Priority Group (Full Time) 2 Educational Workplace Visit 2 New Job for an Individual from a Priority Group (Part Time) 2 Work Experience Placement to obtain a "Foundation Apprenticeship" 2 New Job for an Apprentice from a Priority Group (Part Time) 2 Business Mentoring and Advice to support to an SME / Social Enterprise / Voluntary organisation 2 Impacts Summary, Public Sector Equality Duty and Fairer Scotland Duty ☒ HR Policy Impact ☐ Data Protection Impact ☒ Environment / Carbon Impact ☒ Risk Impact ☒ Children’s Rights and Wellbeing Impact ☐ Page 127 of 128
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Financial Impact ☒ Legal Impact ☒ Technology / Digital Impact ☐ Comms Impact ☐ Armed Forces Covenant Duty ☐ Page 128 of 128