Agenda Document Pack - Enterprise and Fair Work Committee - 15/05/2026
North Lanarkshire Council · 15 May 2026
Back to Enterprise and Fair Work Committee — 15 May 2026 and its agenda
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06 May 2026. Members of the Enterprise and Fair Work Committee Chief Executive’s Office Rachel Blair Chief Officer (Legal, Democratic and Strategy) 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, 15 May 2026 at 10:00 AM which you are requested to attend. The agenda of business is attached. Rachel Blair Chief Officer (Legal, Democratic and Strategy) Members : Clerk Name: Karen Swan Clerk Telephone: 07919 730 272 Clerk Email: committee@northlan.gov.uk A McVey, F McKay, M Boyd, A Bustard, J Cairns, G Currie, K Docherty, A Duffy-Lawson, H Dunbar, F Fotheringham, W Goldie, H Gray, A Khan, J Leckie, F MacGregor, A Masterton, B McCulloch, M McPake, L Nolan, D Robb, G Robinson, W Shields, R Sullivan. 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 City Deal Programme Update Submit report by the Chief Officer (Place) informing of the current status of North Lanarkshire City Deal Infrastructure Programme and its subprojects. 5 - 16 3 External Funding Report 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. 17 - 26 4 Routes to Work Service Level Agreement 2026-27 Submit report by the Chief Social Work Officer (Education, Families, Justice and Integrated Practice) seeking approval of the Service Level Agreement with Routes to Work Ltd for 2026/27. 27 - 60 Performance & Financial 5 Routes to Work Ltd – Performance & Financial Monitoring Report Submit report by the Chief Social Work Officer (Education, Families, Justice and Integrated Practice) outlining Routes to Work Ltd.’s performance against its charitable objectives and Council priorities for Q2 2025/26 to the end of Q3 2025/26. 61 - 86 6 Fusion Assets’ Performance and Financial Monitoring Report Submit report by the Chief Officer (Place) providing details of the operational performance of Fusion Assets Limited during 2025/26. 87 - 106 7 Strategic Performance Framework - latest performance results for Employability Submit report by the Chief Social Work Officer (Children, Families, Justice and Integrated Practice) providing a performance overview for Employability for 2025/26. 107 - 116 Contracts Page 3 of 128
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8 Contract Award for Ravenscraig Access Infrastructure South Detailed Design Submit report by the Chief Officer (Place) acknowledging the award of a contract for Detailed Design work for Ravenscraig Access Infrastructure South (RIAS) (the ‘Agreement’). 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 LN/PH Date 15/05/26 City Deal Programme Update From Pamela Humphries, Chief Officer (Place) E-mail Lyndsay Noble, NobleLy@northlan.gov.uk Executive Summary The North Lanarkshire City Deal Programme Update Report seeks to inform the Enterprise and Fair Work Committee of the current status of North Lanarkshire City Deal Infrastructure Programme and its subprojects. Recommendations It is recommended that the Enterprise and Fair Work Committee: (1) Acknowledges the status and recent progress of North Lanarkshire City Deal infrastructure subprojects and revised programme. (2) Acknowledges the updates to the project delivery timescales following programme reviews to manage and coordinate delivery phases and minimise disruption to local road networks. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (5) Grow and improve the sustainability and diversity of North Lanarkshire's economy Programme of Work Transforming Places Page 5 of 128
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1. Background 1.1 The Glasgow City Region (GCR) City Deal is an agreement between the UK and Scottish Governments and the eight GCR Local Authorities, with the sole focus of creating additional economic growth. The 20-year GCR Deal was accepted by GCR Council Leaders on 20 August 2014 and incorporated: • implementing a £1.13bn Infrastructure Fund to improve the regional transport network, regenerate sites for economic use and improve public transport provision; • supporting growth in the life sciences sector; • helping small and medium enterprises to grow and develop; • establishing programmes to support the unemployed; and • piloting new ways of boosting the incomes of low wage employees. 1.2 The City Deal Programme for North Lanarkshire, as part of the Infrastructure Fund comprises the following sub projects: A8/M8 Corridor Access Improvements • Eurocentral Strategic Active Travel • Orchard farm Roundabout Glenboig Link Road (complete) Pan-Lan Orbital Transport Corridor • East Airdrie Link Road • Ravenscraig Access Infrastructure South (Motherwell to Ravenscraig Link and Airbles Road Improvements) • Motherwell Town Centre Transport Interchange (complete) 1.3 The City Deal programme under the Infrastructure Fund also includes the Enabling Commercial Spaces project following a reallocation of City Deal Funding of £11,287,602.00. • Ravenscraig phase 1 – 2 commercial units • Ravenscraig phase 2 – 2 commercial units • West point, Cumbernauld – enabling works and 2 commercial units. 2. Report 2.1 East Airdrie Link Road 2.1.1 The Project is progressing at pace with the final road alignment concluded and, following planning application submissions, it is proposed that the preliminary design moves into the specimen design phase further defining structures, associated road infrastructure and interfaces with the local road network. The council continues to work in partnership with NHS Lanarkshire to ensure the EALR and the Monklands Replacement Hospital are aligned and the significant benefits from two transformational projects are fully realised within North Lanarkshire. Page 6 of 128
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2.1.2 As previously reported, an additional east west link to the East Airdrie Link Road has been included within the scope of the project, following Policy and Strategy Committee approval. This link from Towers Road to the EALR importantly, will create a second permanent direct route to the hospital for patients and staff, public transport, active travel and emergency services. For the EALR, its introduction adds a valuable east west link to enhance the connectivity to the local road network. Detailed traffic modelling has taken place demonstrating its transport benefits and forms part of the Environmental Impact Assessment for the EALR project. 2.1.3 The inclusion of the Towers Road Link into the EALR project may allow for a section of the EALR (including Towers Road Link) to be delivered earlier in the overall project delivery programme. Subject to Planning approval and land acquisition, this early delivery could bring advantages for access to the EALR and Monklands Replacement Hospital site to aid construction and support de- risking the programme challenges between the projects and reducing impacts of inflation on project costs. The costs of introducing the Towers Road Link and its subsequent delivery will be supported by a cost sharing agreement between North Lanarkshire Council and NHS Lanarkshire. 2.1.4 To facilitate the option of delivering a section of the EALR earlier, two planning applications for the EALR project will be submitted. As reported to Committee in February, the first planning application (section one – see figure 1), a joint submission from North Lanarkshire Council and NHS Lanarkshire, was submitted in January 2026. Figure 1 EALR section 1. 2.1.5 A second application, for the full EALR scheme is intended to be submitted by North Lanarkshire Council in May 2026. The application seeks approval for the whole link road scheme which provides the council, local businesses and communities with the confidence that the full EALR would (subject to approval) Page 7 of 128
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have planning consent. Achieving this key milestone for the full EALR would allow the project to progress to the next stage of delivery. 2.1.6 Working in Partnership with NHS Lanarkshire and subject to planning consent, land acquisition and FBC approval, it is hoped that section one could commence on site in Summer 2027, completing in advance of the Monklands Replacement Hospital opening. 2.1.7 The remainder of the EALR would follow subject to planning consent and land acquisition with the full scheme intending to be complete and operational during 2031/32. It may be that where feasible sectional completion of the full scheme could possibly be achieved, and a further section becomes operational during this period. 2.1.8 It is intended that a Full Business Case (FBC) for section one would be submitted to the Glasgow City Region for approval following agreement by Committee. Agreement to submit the FBC will be sought from this Committee in due course. The FBC would include the cost sharing agreement with NHS Lanarkshire for their contribution to section one. The cost sharing agreement remains in development and the EALR and Monklands Replacement Hospital Joint Project Interface Board will have full oversight of how this is put in pace. 2.1.9 As reported previously, in addition to planning approval, the council will require to acquire the land to construct the EALR. With the road alignment finalised, this allows the land take required to be better understood and for the land strategy to be implemented. Given the scale and length of the EALR, the number of landowners is substantial and the risk of acquiring all the land at the same time is considered by the EALR project team to be of a level that will require a compulsory purchase order (CPO). In time, a proposal for consideration and approval to promote a CPO for the necessary land for the link road delivery would be submitted to this Committee. 2.2 Ravenscraig Access Infrastructure South 2.2.1 As committee is aware, the Ravenscraig Access Infrastructure South (RAIS) project, following the removal of the RAI North sub project, now comprises two sub projects: • Phase 1 - a new road connection between Windmillhill Street, Motherwell and Ravenscraig from Airbles Road, passing under the West Coast Main Line railway, and on to the Regional Sports Facility • Phase 2 - completing the dualling of Airbles Road between Hamilton Road and Airbles Farm Road, with improved facilities for pedestrians and cyclists. 2.2.2 A Value Engineering Review has been carried out to ensure the scheme is fit for purpose and that wider road network schemes can be fully integrated with RAIS. The Review identified the need for additional design work to improve constructability and reduce the cost of construction and future maintenance. The contract for the updated detailed design has been awarded. This contract award is subject to a separate committee paper which notifies committee of the Depute Chief Executive’s approval of the award in line with General Contract Standing Orders. Page 8 of 128
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2.2.3 Taking the RAIS project forward, as reported previously, a series of enabling works will take place over 2026 and will comprise accommodation works, service diversions and land remediation within Ravenscraig. As these enabling works progress over 2026, local members and committee will be kept updated. This builds upon the demolition of properties in 2025 to facilitate the new road infrastructure. The procurement of the main works contract will follow towards the end of 2026. 2.2.4 Environmental, geotechnical and noise and air quality surveys have been commissioned and are ongoing to build on the work to date and support the detailed design and delivery of the works. The outcome of these surveys will inform the additional detailed design and the approach to construction. 2.2.5 Public consultation took place from 17 November to 14 December 2025, following the Value Engineering Review. The updated proposals have been in general welcomed and supported. The feedback from the consultation has been fully considered, reported to local members, published and where appropriate, will be integrated into the design and the delivery of the new road infrastructure. 2.2.6 The programme for the main construction works has been reviewed to take into account the outcomes of the Value Engineering Review and the appointment of consultants for the updated design work. The updated programme has formed part of a recent members’ briefing and is set out in section 3. The amendment to the programme accommodates the requirement for additional design from the Value Engineering Review to improve the scheme and public feedback. It also facilitates an opportunity to bring part of the Airbles Road Improvement works forward in the programme commencing enabling works during 2026. 2.3 A8/M8 Corridor – Eurocentral Strategic Active Travel 2.3.1 The provision of 10km of Strategic Active Travel Links, connecting Eurocentral/Maxim Office Park/Newhouse and Mossend to surrounding local communities and local rail stations was approved by GCR Cabinet on 30 August 2022 as the new preferred option for the Eurocentral sub-project. These routes are designated as Strategic Network Routes within the North Lanarkshire Active Travel Strategy. 2.3.2 As previously reported, a phased approach is being taken to the design and delivery of the Active Travel routes. Detailed design work for Phases 1 and 2 of the Project, covering routes from Holytown to Eurocentral, Newhouse to Holytown and from Whifflet rail station to the M8 active travel route at Shawhead, is now complete. Concept Design work for Phase 3, covering routes from Bellshill town centre to Mossend and the M8 active travel route at North Road, is also complete, with procurement for detailed design and tender preparation underway. 2.3.3 In February, Committee was advised that tenders to deliver works contracts to deliver route sections between Holytown and Eurocentral and Whifflet Corridor were to be issued via mini-competition using the Glasgow City Council Civils and Infrastructure procurement framework. These route sections have been prioritised as providing the most direct linkages between rail stations to both the north and south of Eurocentral and connect to existing active travel infrastructure along the M8 and within Eurocentral. Phase 1 (Holytown to Eurocental) tender has now been published and subject to a successful tender Page 9 of 128
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outcome and securing all necessary approvals, it is planned to commence work on site at Holytown in late summer 2026. A comparison between the cost, deliverability and benefits of Phase 2 and Phase 3 will be undertaken in Autumn 2026, following completion of Phase 3 detailed design. This will determine the priority to take forward to construction with City Deal Funding in early 2027. As per the approved Outline Business Case, external funding will be sought to deliver the remaining active travel Phase. 2.3.4 As agreed by committee in February 2026, Full Business Cases will be submitted to the Glasgow City Region City Deal Programme Management Office (GCR PMO) for approval of the procurement outcome and release of the remaining funding for the project. Subject to approval of the Full Business Case for Phase 1, it is anticipated that the contract award to the successful contractor will be approved by the Depute Chief Executive under General Contract Standing Orders (21.3.2) and reported to Committee in August for noting. 2.3.5 The council will seek other external funding sources to support delivery of the remaining routes sections between Newhouse to Holytown; Holytown to Mossend; Bellshill Rail Station to Mossend and the M8 active travel infrastructure at North Road. 2.4 Enabling Commercial Spaces Project (ECSP) 2.4.1 As Committee agreed in May 2025, £11,287,602 of City Deal funding through the Glasgow City Region (GCR) Enabling Commercial Spaces Programme was allocated to support projects at Ravenscraig and Westfield Point, Cumbernauld to be delivered by Fusion Assets. This funding is to support economic growth by addressing market failure, creating flexible business space, providing opportunities for employment and attracting inward investment. 2.4.2 As Committee is aware, the North Lanarkshire Enabling Commercial Space project will be taken forward as 3 sub projects - Ravenscraig phase one and two and Westfield Point. The 3 sub projects will be submitted as 3 separate Full Business Cases. This approach has been adopted by other City Deal projects and aids programme, cost and risk management. 2.4.3 Phase 1 Ravenscraig ECSP Full Business Case (FBC) was submitted in December 2025 (following approval from Enterprise and Fair Work Committee in August 2025) and was approved by the GCR Director of Regional Economic Growth (under delegated authority) in January 2026. Ravenscraig Phase 1 comprises new build construction of 2 buildings totalling 29,210sq ft. Following securing the approval of the FBC, the contract was awarded to Luddons, with works commencing on site in February 2026 and anticipated to be complete by January 2027. 2.4.4 Ravenscraig Phase 2 comprises a further 2 industrial units. The design team have now been appointed and an FBC will be prepared accordingly to secure the City Deal Funding. The FBC will be submitted to Committee seeking the agreement to submit to the Glasgow City Region for approval. Phase 2 has an anticipated works commencement at the end of 2026. 2.4.5 Westfield Point, Cumbernauld phase 1 will also involve the development of 2 commercial units totalling 21,439 sq ft. A design team will be commissioned in due course and an Agreement will be sought during 2027 from Committee for submission to the Glasgow City Region in due course. Page 10 of 128
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2.4.6 A separate Fusion Assets 6 month monitoring report has been submitted to this Committee. This report provides further detail on the Enabling Commercial Spaces Project. 3. Measures of success 3.1 The North Lanarkshire City Deal Programme construction timescales have been updated following a programme review (construction only): Glenboig/Gartcosh Community Growth Area: • Glenboig Link Road – May 2017 to June 2018 (complete) Pan Lanarkshire Orbital Transport Corridor: • Muir Street – January 2022 to June 2023 (complete) • Ravenscraig Access Infrastructure South – March 2022 to March 2029 - a phased approach to be adopted with phase 1 Windmillhill Street, Motherwell to Ravenscraig link June 27 to June 28 and Phase2 Airbles Road Improvements September 26 to March 29. • East Airdrie Link Road – August 27 to 2031/32 - a phased approach (subject to land acquisition and planning permission) will be taken forward with section one of the EALR is proposed to commence in August 27 and full scheme to follow with completion during 2031/32. A8/M8 Transport Corridor: • Orchard Farm Roundabout – October 2026 to October 2027 • Eurocentral Strategic Active Travel – July 2026 – August 2027 (delivered in phases) 3.2 The Programme and its sub projects have been developed to ensure that at a North Lanarkshire level, North Lanarkshire’s residents and businesses will directly benefit. 3.3 Each project at Outline Business Case stage and sub-project at Full Business Case stage has to demonstrate how it will deliver the direct and indirect benefits. The Business Cases identify the economic impacts and the Benefits Profile quantify and details when outputs will be delivered and achieved as a result of the specific project investment. 3.4 The benefits will be measured over a 10-year period, reporting as part of the GCR Gateways until 2035. Gateway 2, an onerous review of the completed GCR projects and their outputs and outcomes has concluded successfully which allows for the next 5 year tranche of funding to be released. 3.5 All North Lanarkshire City Deal contracts seek to maximise community benefits from contracts awarded for the Project. Community Benefits will be secured through the procurement of services and works in line with the City Deal Community Benefit Strategy. The Community Benefits menu within the City Deal Community Benefits Strategy will be used to target benefits that support the Council’s key aims and objectives and deliver against priorities. Page 11 of 128
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4. Supporting documentation 4.1 No Supporting Documents. Pamela Humphries Chief Officer (Place) Page 12 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? The City Deal Cabinet has agreed that Inclusive Growth is to be fully embedded within the GCR City Deal programme delivery and that it is also committed to supporting the delivery of the Fairer Scotland Action Plan. Future NLC subproject OBC/FBC development will be scrutinised to ensure it meets the duties of the Fairer Scotland Action Plan. Fair work is integrated into City deal procurements. 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? Following Committee approval (May 2024) and GCR Cabinet Approval on 6 August 2024, the revised North Lanarkshire Glasgow City Region City Deal Programme is as follows: • Glenboig Link Road £6.2m • A8/M8 Corridor Access Improvements o Orchard Farm £2.2m o Eurocentral Active Travel £4.3m • Pan-Lan Orbital Transport Corridor o East Airdrie Link Road £185.3m o Muir Street £3.8m o Ravenscraig Access £74.2m Infrastructure • Enabling Commercial Spaces (3 phases) £11.3m • Total £287.3m This is funded £160.3m by the GCR City Deal Infrastructure Fund and £127m by North Lanarkshire Council. The financial implications of the City Deal Programme will be considered within the council’s Long-term Financial Plan. To date budgetary implications over the next 5 years have been approved by the Policy and Strategy Committee. Page 13 of 128
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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 Team work closely with Legal Services on all sub projects focusing on land acquisition and CPO, procurement and contract preparation and management, funding agreements and any other related matters. 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? Individual projects under the City Deal Programme will require data management. As above, a data protection impact assessment has been and will, where required, be carried out for projects. Cybersecurity has been and will be fully considered in conjunction with the Information Risk and Assurance Team as part of the projects, procurements and in any required sharing of information. 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 ☒ Page 14 of 128
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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? All infrastructure projects developed by the council as part of the GCR City Deal will be subject to relevant environmental and sustainability appraisal and as part of the design process and subsequent planning application approvals and procurement. Furthermore, to adhere with HM Treasury Greenbook best practice, each iteration of project business case seeking GCR City Deal funding will include a review of the sustainability considerations, this will include carbon management, involving categorisation, assessment and mitigation. 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 City Deal programme and the delivery of the projects will continue to be promoted through Corporate Communications and the Glasgow City Region’s Communications team. For the East Airdrie Link Road, a joint communication plan will be developed with NHS Lanarkshire and North Lanarkshire Council to coordinate communication, stakeholder engagement and promote the projects as they develop. 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 key risk for the City Deal Programme is the current global economic climate and its short and long term impacts on the delivery of the city deal projects. This risk is becoming a live issue for the Programme and will be assessed and recorded within the City Deal Issues Register. This is not unique to City Deal and the approach to this risk and issue management will be carried out in conjunction with Finance and the Glasgow City Region Project Management Office. Due to the scale and complexity of the East Airdrie Link Road and Ravenscraig Access Infrastructure South there is a risk of increased costs as a result of price inflation and risk to full delivery if the programmes are delayed due to factors such as technical and stakeholder approvals and land acquisition. Risk management of North Lanarkshire’s City Deal activity is incorporated within the council’s City Deal programme risk register which is reviewed by the City Deal Manager and reported to the council’s City Deal Board. The City Deal risks are also integrated in the Planning and Regeneration Service Risk Register. Each City Deal sub project has a detail risk register and is managed by the Project Manager. Page 15 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). A Children’s Rights and Wellbeing Impact Assessment has been carried out for East Airdrie Link Road due to the interface the project has on Caldervale High School. The EALR project team are engaging with Education and the Head Teacher on the Project. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☒ No ☐ Page 16 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 15/05/26 External Funding Report From Pamela Humphries, Chief Officer (Place) E-mail Lyndsay Noble, noblely@northlan.gov.uk 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 Pride in Place programme; Scottish Government’s Vacant and Derelict Land Fund, and heritage funding programmes managed by Historic Environment Scotland and National Lottery Heritage Fund. The report also seeks approval for the use of the Vacant and Derelict land fund allocation for 2026/27. Recommendations It is recommended that the Enterprise and Fair Work Committee: (1) Acknowledges the update regarding the use of the 2025/26 Vacant & Derelict Land Fund allocation. (2) Approves the proposed use of the Vacant and Derelict Land Fund 2026/27 allocation, to enable the Local Delivery Plan to be submitted for approval to the Scottish Government. (3) Acknowledges the update on progress regarding the approval of the Regeneration Plan for Coatbridge under the Pride in Place Programme. (4) Acknowledges the update regarding the award of Pride in Place programme funding to Forgewood, North Motherwell and Town Centre. (5) Acknowledges the update on the Pride in Place Impact Fund. (6) Acknowledges progress with developing the heritage funding bids for the Rediscovering Airdrie and Summerlee Museum projects. (7) Acknowledges the update on the Scottish Government’s Regeneration Capital Grant Fund including the successful application from Cairnlea Church, Airdrie. (8) Acknowledges the updated position on the Scottish Government’s Place Based Investment Programme for 2025/26. Page 17 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, to deliver the Plan for North Lanarkshire. 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 In 2025/26 North Lanarkshire was awarded £1,897,556 from the VDLF and, following Committee and Scottish Government approval, it was allocated to support development at Ravenscraig Business Park and Gartcosh Industrial Park. Phase one of the works at Ravenscraig is now on site with substantial match funding from the Glasgow City Region City Deal Infrastructure fund under the Enabling Commercial Space Project which will support the construction initially of 2 industrial units. The development at Gartcosh is due to start on site in early 2026/27. 2.4 In March, the Scottish Government confirmed the Vacant and Derelict Land Fund allocation to North Lanarkshire for 2026/27 of £2,038,098. It is proposed that this is allocated to Fusion Assets Ltd to progress works at Ravenscraig Enterprise Park; Condor Park, Eurocentral and Strathclyde Business Park. An allocation of £250,000 is also proposed for infrastructure and active travel design works at Ravenscraig south to improve links to New College Lanarkshire. 2.5 The works at Ravenscraig will complete enabling and servicing works on a second phase of development on plot 1 leading to a further 2 industrial units, also to be funded through the City Deal Enabling Commercial Space Project. At Condor Park, the VDLF funding will be used to carry out additional site investigations and gas monitoring ahead of establishing a joint venture to take forward the overall development on the site. At 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 18 of 128
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Strathclyde Business Park site investigation would be carried out, leading to acquisition and enabling works being taken forward. Pride in Place Programme (Formerly Plan for Neighbourhoods) 2.6 As previously reported, it was confirmed in 2024 that Coatbridge had retained the award of £19.5M over the next 10 years, through the rebranded UK Government Plan for Neighbourhoods Programme. A further rebranding of this programme has since been announced and has now become the Pride in Place Programme. Coatbridge remains one of the towns within Phase 1 of the Pride in Place Programme with the delivery phase due to commence in 2026/27. 2.7 The Coatbridge Regeneration Plan and initial 4-year Investment Plan covering the period 2026/27-2029/30 have now been approved by the UK Government. The Plan outlines the vision for the town over the next 10 years. This will see an initial funding allocation of £6.6M awarded to Coatbridge over a first 4-year investment period, to be invested in projects and initiatives detailed within the Investment Plan and in line with local priorities identified within the Coatbridge Regeneration Plan. The funding allocation for Phase 1 Pride in Place areas is 75% for capital expenditure and 25% for revenue expenditure. 2.8 As reported to Committee in February 2026, the UK Government announced an extension of the Pride in Place Programme. A second neighbourhood within North Lanarkshire was confirmed within the extended programme known as Phase 2. The Forgewood, North Motherwell and Motherwell town centre area will receive up to £20 million regeneration funding over the next decade. The funding allocation for Phase 2 of Pride in Place areas is 63% for capital expenditure and 37% for revenue expenditure. As with Coatbridge, the council is the accountable body for this funding. 2.9 Council officers, working with the local MP, have progressed an Expression of Interest process for the role of the Neighbourhood Board Chair. This process has now concluded with an independent Neighbourhood Board Chair successfully appointed. Work is now focussing on forming the Neighbourhood Board. Board membership will include the local MP, two elected members and a range of other local stakeholders including community representatives in line with Pride in Place Funding Guidance. 2.10 Board membership will be confirmed to the UK Government in July 2026 with a Pride in Place Regeneration and Investment Plan to be developed and submitted by Winter 2026/27. Updates on Phase 2 will be presented to Committee prior to submission to the UK Government. The project delivery phase is then scheduled to commence Spring 2027. Pride in Place Impact Fund (PiPIF) 2.11 The UK Government published guidance on the Pride in Place Impact Fund in September 2025, identifying 8 local authorities in Scotland, including North Lanarkshire, to receive £1.5m in capital funding over the period September 2025 to March 2027. The funding is split over the two financial years with £750,000 allocated to each year. Local authorities are expected to work in collaboration with MPs and other stakeholders in their area to identify the interventions that will deliver the most benefits to local residents and breathe new life into the areas in which they live. The funding is to be used to support a range of activities under the following objectives: Page 19 of 128
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• Community spaces: creating, extending, improving or refurbishing existing community facilities and enabling community organisations to take control or ownership of underused but valued local assets. • Public spaces: enhancing the physical environment in public spaces - examples of initiatives include new or improved green spaces or public squares, improved outdoor play, sports and leisure spaces, installing street furniture, public art or wayfinding. • High street and town centre revitalisation: making these areas more attractive and welcoming places where people congregate and which encourage economic activity. Examples of initiatives that could be funded are shop frontage improvements, adaptations that bring premises back into use, streetscape improvements, public art, trails and wayfinding, and creating or improving the infrastructure for regular markets. 2.12 Due to the limited time to develop and deliver capital projects through this fund, initial work has focused on eligible activities that are already at an advanced stage of development and have arisen from engagement with local communities. Importantly, there has also been scope to reconfigure some projects previously supported through the Shared Prosperity Fund that meet the criteria for the PiPIF such as community grants (linking with the Local Development Programme) and business grants to enhance retail and business units on our high streets. 2.13 A list of project proposals was previously circulated to all Elected Members and reported to Policy and Strategy Committee in March 2026. The following table shows the distribution of funds planned against the 3 objectives noted above. Updates on the projects will be brought back to Committee in due course. Sept 2025 - Mar 2026 Apr 2026 to Mar 2027 Community Spaces £35,000 £430,000 Public Spaces £606,000 £140,000 High Streets and Town Centre Revitalisation £109,000 £180,000 TOTAL £750,000 £750,000 Rediscovering Airdrie 2.14 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. 2.15 The development phase of the project formally commenced in January 2024. A bid for £1.45m of delivery funding was approved by the National Lottery Heritage Fund in December 2025. An application has also been submitted to Historic Environment Scotland seeking a further £1.2m and a decision is awaited on this. Subject to approval, this external funding of £2.65m will be supported by match funding of £2.375m from the council’s capital programme. 2.16 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 defined scheme area. Page 20 of 128
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Summerlee Redevelopment 2.17 ‘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. 2.18 The project formally started in February 2024 with studies undertaken and the preparation of documentation in support of the full application being developed fully. 2.19 Due to rising costs, it was necessary to undertake a value engineering exercise prior to submission of the final application. The full ‘delivery phase’ application, seeking £3.4m in funding, will now be submitted by May 2026. The total project cost is £5.6m, with match funding secured from the Coatbridge Pride in Place programme. Regeneration Capital Grant Fund (RCGF) / Vacant and Derelict Investment Programme (VDLIP) 2.20 The Scottish Government have recently announced that RCGF and VDLIP will be combined and will continue to be known as the Regeneration Capital Grant Fund (RCGF). It is intended to maintain this approach going forward for future rounds of the RCGF. Stage 1 applications were invited to be submitted in June 2025, for projects to be delivered during 2026/27. 2.21 North Lanarkshire Council submitted three applications at Stage 1 on behalf of community organisations for the following projects: Cairnlea Centre well-being hub (Cairnlea Parish Church, Airdrie); Chapelhall Community Development Group for a modular build community facility, and Glenboig Community Trust for community greenspace. The Scottish Government recommended all three projects to proceed to Stage 2 however the project at Glenboig was unable to progress due to a number of internal issues for the Group. 2.22 Final applications for Carinlea and Chapelhall Community Development Group were submitted by the deadline of 28 November 2025. 2.23 The Scottish Government have recently confirmed that the application for Cairnlea Church has been successful and will be awarded up to £1.7m of RCGF funding. The Group have been notified, and officers are currently liaising with the group members ahead of formally accepting the offer of grant. 2.24 Unfortunately, the application for Chapelhall was unsuccessful. The Group have been advised and feedback on their application from the Scottish Government has been provided. Place Based Investment Programme (PBIP) 2.25 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. 2.26 This Fund has been 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. Page 21 of 128
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2.27 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 however a reduced allocation as an award of £1.698m had been expected in 2024/25. 2.28 The Scottish Government previously confirmed the allocation of Place Based Investment Programme funding for the fifth and final year of the programme. North Lanarkshire Council had been provisionally allocated £1.698m for 2025/26 and this was to be awarded in two tranches. The first tranche amounted to £1,329,534 and was confirmed and received. The Scottish Government have now advised that the second tranche of £368,466 will not be confirmed and no further monies under PBIP will be received. There has been no confirmation regarding whether the fund will be continued or if a successor fund will be announced. 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 There are no supporting documents. Pamela Humphries Chief Officer (Place) Page 22 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 various external funding awards and internal match funding is managed by the Place Service and Finance. 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 ☐ Page 23 of 128
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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? The City Deal and Regeneration team work alongside the Enterprise team within Place and both have regular engagement with the council’s Corporate Communications officers to ensure that both community and stakeholder engagement and press releases announcing funding and project updates are in line with council and government communication guidance. 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 are 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. Page 24 of 128
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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 25 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 15/05/26 Routes to Work Ltd Service Level Agreement 2026/27 From Alison Gordon, Chief Social Work Officer (Education, Families, Justice & Integrated Practice) E-mail gordonal@northlan.gov.uk 1. Background Executive Summary Routes to Work Ltd, a Council ALEO, delivers several employability programmes funded by the Council and subject to an annually negotiated SLA (Service Level Agreement) which specifies targets and expenditure. Key parts of the Council’s employability programmes related to supporting unemployed or economically inactive residents are delivered by Routes to Work Ltd on the Council’s behalf across a range of venues in our communities. The current SLA ended in March 2026, and the new SLA is required for the period 2026/27 to ensure continuity of provision in North Lanarkshire’s communities. Each SLA is designed to ensure services are adjusted to meet the current challenges in our communities and the new SLA will support the Council’s aim of delivering an employability service open to all residents of North Lanarkshire alongside specialist support for those with additional barriers to work. Routes to Work Ltd. is the most significant contributor to the effectiveness of North Lanarkshire Council’s community-based employability programmes which, as part of The Plan for North Lanarkshire’s, support our residents to move into fair and sustainable employment. Recommendations It is recommended that Committee: (1) Approve the Service Level Agreement with Routes to Work Ltd for 2026/27 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 Page 27 of 128
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1.1 Routes to Work, established in 2002, is a company limited by guarantee with charitable status which is owned by North Lanarkshire Council. 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. 1.2 Key strengths of the organisation identified in each review were its established brand and presence within communities and track record of consistently supporting people into sustainable employment alongside a service which treats residents with dignity and respect. The organisation provides a range of free employability services to North Lanarkshire residents as part of the programmes funded by the Council and specialises in providing case worker support to unemployed residents, access to 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. 1.3 Routes to Work Ltd are funded by the Council to play a central role within the employability landscape in North Lanarkshire in their delivery of services across all ages as well as in their focus on moving people into employment. There are a number of other providers active within North Lanarkshire, and these are managed by the local employability partnership, chaired by the Council, to work in a manner that avoids duplication and integrates their services with those of Routes to Work Ltd. The Council employability team manage the alignment of these programmes and monitor their delivery as well as ensuring the overall strategy in line with the Brighter Futures Programme of Work and The Plan for North Lanarkshire. 2. Report 2.1 The programmes subject to the SLA in 2025/26 and funded by the Council and external funders for delivery by Routes to Work were: (i) North Lanarkshire’s Working (NLW) – North Lanarkshire wide programme for all unemployed or underemployed residents offering support to access advice, training and employment opportunities within local communities. This was the third year of a programme jointly funded by the UK Shared Prosperity Fund and the Council. (ii) No One Left Behind (NOLB) - support for unemployed 16-19 year olds and additional support to the Education & Families Pathways Programme for school leavers to enter a job or training. This was a single year programme funded by the Scottish Government. (iii) Working for Families (WfF) - support targeted at low-income parents across North Lanarkshire with the long-term aim of increasing families’ incomes from employment. This was a single year programme funded by the Scottish Government. (iv) Specialist Support – to ensure a real focus on the barriers being highlighted by clients and other Council services there was an additional focus on securing jobs for clients who faced either health issues or barriers related to their involvement with our justice services. While there are additional targets for these groups the funding for their support was drawn from the existing resources allocated to Routes to Work Ltd. within the SLA. 2.2 2025/26 Performance The performance targets and expenditure levels for the 2025/26 programmes have been the subject of monthly monitoring meetings and quarterly funding reports as well Page 28 of 128
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as being reviewed within the six-monthly Performance and Finance reports submitted to the Enterprise and Fair Work Committee. 2.3 Final figures for 2025/26 are provided below and table 1 shows the actual performance against job outcome targets as well as the sustainability of employment, which is measured after 26 weeks, and table 2 shows expenditure against that agreed within the SLA. In the last year increases in employer costs have resulted in business slowing their recruitment. However, unemployment in North Lanarkshire remains low and has dipped below the Scottish average for the first time and this is alongside continued wage growth for those in work in North Lanarkshire. Therefore, supporting unemployed residents into sustained and fair employment remains one of the key routes to tackling poverty. Table 1: Job Outcomes (JO) & % sustained at 26 weeks (%s26) 2025/26 Programmes Target Actual JO %s26 JO %s26 NLW 648 70% 750 76% NOLB 220 70% 250 76% WFF 224 70% 290 75% Specialist Health & Justice 128 70% 144 58% Total 1,220 70% 1,434 71% Table 2: Expenditure 2025/26 Programmes SLA Expenditure Actual Variance Funding Source NLW £3,648,139 £3,376,698 -£271,441 54% NLC / 46 % UKSPF NOLB £697,233 £614,695 -£82,538 100% SG NOLB WFF £946,295 £933,417 -£12,878 100% SG NOLB Total £5,291,667 £4,924,810 -£366,857 37% NLC/ 31% SG/ UK 32% 2.4 In the last year Council funded programmes have exceeded their job outcome targets though key challenges remain. One is the sustainability of employment for residents who have health or justice issues and work is underway to provide additional support to that group in order to drive up the sustainment in work outcomes. The other challenge addressed in 2025/26 was high economic inactivity and a real positive achievement is that 13% of those on our employability programmes in the last year who secured employment had been economically inactive with long term health conditions and/or caring responsibilities. The aim in 2026/27 is to maintain a focus on engaging this group with a target of 18 % for the next year. The underspends across the programmes has been mainly due to staff turnover and has been recycled into other employability activities delivered by the Council’s employability team, mainly increased numbers of paid work placements for parents. 2.5 Further information on the reach and profile of those supported by the Council’s investment show that 66% of those supported were parents which has risen from 26% Page 29 of 128
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in 2023/24 and 51.4% of those engaged overall were women with 48.6% men. Further analysis shows the investment is reaching those residents where the greatest impact can be made. 27% of those engaged had a long-term health issue and 11% had disclosed a conviction. As always, the programmes maintained a higher per person investment in the priority 16-24 age group with 39.8% of funding going to those young people and 49.49% of employability clients supported in the last year live in the 20% least prosperous datazones which also fits with our aspiration to engage those most in need of our services. Importantly, the significant increase in supporting the BAME community has been maintained this year with 11% of clients having a BAME background. 2.6 Lastly, the two main barriers identified by unemployed residents on our programmes have been lack of work experience and childcare. These are followed by transport, health, justice issues and caring responsibilities. Removing these as a barrier to work accounts for much of the time in preparing people for the workplace and the two main barriers are straightforward to deal with but need time to be addressed effectively. Many local businesses, especially those NL Employer Charter members, have played a significant role in providing work experience for our service users with the Third Sector, NHS Lanarkshire and the Council all making high numbers of work experience opportunities available for our parental employment programmes in the last year. In relation to childcare this is high due to the number of parents we support and is often resolved by Routes to Work case workers liaising with local Council provision or private providers, with clear and affordable plans put in place to support parents prior to starting employment. 2.7 2026/27 Targets and Funding The design of the new SLA targets and funding model has been based on the experience of delivery of the last year and reflects the ambition of the Council to maintain the high levels of support for unemployed residents, especially young people, to access the opportunities available in the North Lanarkshire job market. Sustainable employment remains one of the key routes out of poverty for unemployed and economically inactive residents and, while our programmes are open to all residents, they continue to target those residents who, without our investment, would not secure employment. In a move toward simplification there are now two distinct programmes agreed with Routes to Work Ltd to be delivered in 2026/27. This is undertaken without losing ground on securing any of the Council’s priorities or those of our external funders. 2.8 All Age Employment Support The first of these is North Lanarkshire’s Working and offers all-age support (aged 16- 67) to all unemployed and economically inactive residents. There will be overall targets within this programme but also reporting targets for our priority groups of young people as well as those with health and justice issues. Funding for this programme is supported by the Council’s core employability budget of £1,675,136 but also attracts the investment of the Scottish Government No One Left Behind programme with £697,000 and the UK Local Growth Fund with £500,000. 2.9 Parental Employment The second of these is our Working for Families programme delivered across North Lanarkshire including that part delivered by Routes to Work Ltd. This is due to the sustained level of funding from the Scottish Government to support parental employment as a mechanism to tackle child poverty. This funding will mainly support Page 30 of 128
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out of work parents but also some employed parents on low incomes. The Routes to Work contribution to the parental employment programme is significant and is integrated with a range of other Working for Families initiatives co-ordinated by the Working for Families manager within the employability team. These include paid work placement programmes within the Council, NHS and third sector as well as services provided to employability directly by the Tackling Poverty team. In addition, there is close working with the Council’s Whole Family Support and Wellbeing team to ensure our parents get the services they need. Funding for this programme is supported with £1,207,530 from the Scottish Government’s latest Tackling Child Poverty Delivery Plan 2026-2031(Bringing Hope, Building Futures). 2.10 Within the two programmes described above there is support available for every person of working age in North Lanarkshire who is either economically inactive or unemployed with additional support for employed parents on low incomes to increase their earnings. Referrals to programmes continue to come from a range of sources and the North Lanarkshire’s Working freephone number (0800 0730 226) and email mailbox (northlanarkshiresworking@northlan.gov.uk) will continue to be managed by the employability team to direct these to the most appropriate support. 2.11 Proposed targets are given in Table 3 with a more detailed breakdown of both programmes into target groups provided in table 4. Table 3: Targets 2026/27 Programmes SLA Targets Engaged Qualifications Job Outcomes Sustainment 26 weeks North Lanarkshire’s Working 1,250 431 688 70% Working for Families 843 191 365 70% Total 2,093 622 1,053 70% Table 4: Programme targets breakdown North Lanarkshire’s Working (NLW) Engaged Job Outcomes Sustainment 26 weeks NLW Age 25+ 653 380 70% NLW Age 16-19 226 113 70% NLW Age 20-24 115 67 70% NLW Health & Justice 256 128 70% Total 1,250 688 70% Working for Families (WFF) WFF Out of Work 720 324 70% WFF in Work 123 41 70% Total 843 365 70% 2.12 Funding for these programmes is detailed in Table 5 below. The levels of funding committed for UK Local Growth Fund are already secured from the UK government until March 2027 and the Scottish Government Funds are subject to a grant agreement, valid until March 2027. Where possible, external funding has been utilised to support the delivery of employability programmes with 59% of the total coming from external Page 31 of 128
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sources and 41% from NLC budgets allocated to match fund employability programmes. Table 5: 2025/26 Proposed funding 2025/26 Programmes SLA Expenditure Funding Source North Lanarkshire’s Working £2,897,000 59% NLC / 24% SG/ 17% UKG Working for Families £1,200,000 100% SG NOLB Total £4,097,000 41% NLC/ 47% SG/ UK 12% 2.13 These services funded by the Council and provided by Routes to Work Ltd will play a major role in ensuring there is employability support available to every unemployed and underemployed resident of North Lanarkshire and even with shifts in external funding this remains a large-scale investment in economic inclusion and employability by the Council and partners. In addition, through the implementation of its ALEO Action Plan Routes to Work Ltd is committed to continuing to align its activities with The Plan for North Lanarkshire and play a full role in supporting the Council achieve its ambitions. 3. Measures of success 3.1 Routes to Work Ltd continue to make a significant contribution to the Council’s employability programmes and deliver on job outcomes within the agreed budgets across North Lanarkshire. 4. Supporting documentation 4.1 Appendix 1 Draft Service Level Agreement between North Lanarkshire Council and Routes to Work Ltd. Alison Gordon Chief Social Work Officer (Education, Families, Justice & Integration) Page 32 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? All costs associated with the SLA are dictated by the financial parameters agreed at the outset for the delivery of the Council’s UKSPF projects. Council resources to match fund this activity are from NLC Match Funding allocated to employability projects. Routes to Work operate on a full cost recovery basis which requires that all costs claimed reflect actual costs incurred and these are 100% verified quarterly and subject to annual external audit. 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 ☐ Page 33 of 128
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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? Managing and monitoring service performance supports the ongoing monitoring of the service’s risk register. 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? 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). Page 34 of 128
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If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 35 of 128
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Appendix 1 Service Level Agreement between North Lanarkshire Council and Routes to Work Limited for (i) North Lanarkshire’s Working (ii) Working for Families April 2026 - March 2027 Page 36 of 128
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CONTENTS 1 Introduction Page 3 2 Definitions Page 3 3 Purpose of Agreement Page 4 4 Period of Agreement Page 4 5 Quality of Service Page 4 6 Provider’s Status Page 4 7 Payment Page 4 8 Variation Page 4 9 Fraud Page 4 10 Intellectual Property Rights Page 5 11 Intellectual Property Rights Indemnity Page 5 12 Indemnity and Insurance Page 5 13 Equalities and Human Rights Page 5 14 Termination Page 6 15 Recovery of Sums Due Page 6 16 Confidentiality Page 6 17 Assignment and Sub-Contracting Page 6 18 Notices Page 6 19 Default Page 7 20 Dispute Resolution Page 7 21 Statutes Page 8 22 Governing Law Page 8 23 TUPE Page 8 24 Force Majeure Page 8 25 Employment Practices Page 8 26 Environmental Sustainability Page 8 Signatories to the Agreement Page 9 Page 37 of 128
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Schedule A: Specification Page 10 Schedule B: Finance Schedule Page 19 Schedule C: Monitoring Schedule Page 20 Schedule D: Dispute Resolution Procedure Page 21 Schedule E: Service Value and Targets Page 23 Page 38 of 128
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1 INTRODUCTION 1.1 This Agreement records the arrangement between the Council and the Provider for the provision of Employability Services in North Lanarkshire in respect of the management and delivery of the programme North Lanarkshire’s Working and Working for Families programmes. 1.2 The Agreement sets out the relationship between the Council and the Provider including respective roles and responsibilities. 1.3 The Service is funded through a combination of funding as detailed in the Finance Schedule and the Agreement sets out all the requirements of these funding streams. 1.4 The Agreement has been formulated within the context of the Council’s decision at a meeting of the Enterprise & Fair Work Committee on 15 May 2026 to appoint the Provider to perform the Service. 1.5 The Agreement will form part of the Council’s approach to developing mechanisms to remove barriers that clients residing within North Lanarkshire face in accessing employment opportunities. Targeting people of working age who are not in work, the Agreement aims to achieve this by developing a structured pathway towards sustainable labour market integration. 2 DEFINITIONS “Agreement” means the contract between the Council and the Provider consisting of this service level agreement and any other documents, schedules or annexes (or parts thereof) specified in the Agreement. “The Council” means North Lanarkshire Council, a Local Authority created under the Local Government (Scotland) Act 1994 and is statutory successors whomsoever “Equalities Legislation” means the Equalities Act 2010 and all other relevant statutory obligations in relation to equalities which apply in the UK or the EU equivalent. “Force Majeure” means any event or occurrence which is outside the reasonable control of the party concerned and which is not attributable to any act or failure to take preventative action by that party, including fire, flood, violent storm, pestilence, explosion, malicious damage, armed conflict, acts of terrorism, nuclear, biological or chemical warfare or any other disaster, natural or man-made but excluding (a) any industrial action occurring within the Provider’s organisation; or (b) the failure by any sub-contractor to perform its obligations under any contract. “GDPR” means the Data Protection Act 2018, the General Data Protection Regulation ((EU) 2016/679) and the Privacy and Electronics Communications (ED Directive) Regulations 2003 as such legislation may be amended, updated or replaced with equivalent legislation from time to time. “Intellectual Property Rights” means all patents, trademarks, registered designs (and any applications for any of the foregoing) copyright (including rights in software – object code and source code), semi-conductor topography rights, database rights, unregistered design rights, rights in and to trade names, business names, domain names, product names and logos, databases, inventions, discoveries, know- how and any other intellectual or industrial property rights in each and every part of the world together with all applications, renewals, revisals and extensions. “The Provider” means Routes to Work Limited. “Service” means the provision of any goods, services, articles or materials which, as the context of the Agreement so requires, the Provider is obliged to provide to the Council as detailed in the Specification. “Specification” means the description of the Service annexed at Schedule A to the Agreement. Page 39 of 128
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“Participant” means the individual recipient of the service provision. “Participant Records” means all associated forms and records required relating to the participants participation in the service provided. “CEDR” means the Centre for Effective Dispute Resolution. “Minor Breach” means a delay or non-performance by the Provider of their obligations under the Agreement which does not materially, adversely and substantially affect the execution of the Agreement. “Serious Breach” means any breach or a series of “Minor Breaches” by the Provider of its obligations under the Agreement which adversely, materially and substantially affects the execution of the Agreement (or adversely affects the health and safety of staff or Participants); or a “Minor Breach” of a specific obligation in respect of which the Council has served two consecutive notices concerning the same or similar circumstances from where the Provider has failed to remedy that breach. The condition and paragraph headings used herein are for purposes of convenience or reference only and they shall not be used to explain, limit or extend the meaning of any part of the Agreement. The masculine includes the feminine and the singular includes the plural and vice versa unless the context otherwise requires. 3 PURPOSE OF AGREEMENT 3.1 The Agreement is between the Council and the Provider in respect of provision by the Provider to the Council, of the Service. 4 PERIOD OF AGREEMENT 4.1 The Agreement will commence on 1 April 2026 and finish on 31 March 2027. 4.2 The Council reserves the right, at its sole discretion, to extend the Agreement for a period beyond the date mentioned in Clause 4.1 above, always under the same terms and conditions as are specified in the Agreement. 5 QUALITY OF SERVICE 5.1 The Service shall comply in all respects with the Agreement or any authorised variation thereto and shall be completed in a proper manner to the standards of best technical and commercial practices using competent and appropriately trained staff taking due and diligent care and attention at all times. 6 PROVIDER’S STATUS 6.1 In carrying out the Service, the Provider shall be acting as principal and not as the agent of the Council. Accordingly the Provider shall not (and shall procure that his agents and servants do not) say or do anything that might lead any other person to believe that the Provider is acting as the agent of the Council. 7 PAYMENT 7.1 The Council shall meet the costs of invoices which it accepts as accurate and pertinent to the provision by the Provider of the Service under the Agreement. The Provider shall be obliged to comply with all terms and conditions contained in Schedule B of the Agreement, and with all other obligations contained in the Agreement, prior to being entitled to any payment by the Council in respect of the Service carried out under the Agreement. 8 VARIATION Page 40 of 128
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8.1 The terms of the Agreement shall not be amended, modified or varied in any way whatsoever, other than by a written minute of variation between the parties. 9 FRAUD 9.1 The Provider shall use their best endeavours to safeguard the Council’s funding of the Service against fraud generally and, in particular, fraud on the part of the Provider's directors, employees or sub-contractors. The Provider shall pay the utmost regard to safeguarding public funds against misleading claims for payment and shall notify the Council immediately if they have reason to suspect that any irregularity or fraud has occurred or is occurring. 9.2 The Provider shall co-operate with the Council and assist in the identification of Participants who may be unlawfully claiming state benefits. The Council may from time to time brief the Provider as to the co-operation and assistance it reasonably requires including the provision of information regarding fraud by Participants. On receipt of the information, further evidence may be collected by the Council or other department, office or agency of Her Majesty’s Government with a view to prosecution. 9.3 Any act of fraud committed by the Provider (whether under the Agreement or any other contract with the Council) shall entitle the Council to terminate the Agreement, and any other contract the Council has with the Provider, by written notice to the Provider. 10 INTELLECTUAL PROPERTY RIGHTS 10.1 The Council and the Provider acknowledge that all Intellectual Property Rights owned by each other at the date of the Agreement shall remain so owned. 10.2 Except to the extent that the Agreement is carried out in accordance with designs furnished by the Council, no part of the Agreement will infringe any patent, trade mark, registered design, copyright or other rights in the nature of intellectual property of any third party and the Provider shall indemnify the Council against all actions, suits, claims, demands, losses, charges, costs and expenses which the Council may suffer or incur as a result of or in connection with any breach of this condition. 10.2 All rights (including ownership and copyright) in any specifications, instructions, plans, drawings, patterns, models, designs or other material furnished to or commissioned by the Council or made available to the Provider by the Council shall remain vested in the Council and the Provider shall not (except to the extent necessary for the performance of the Agreement) without prior written consent of the Provider use or disclose any such specification, plan, drawing, pattern, model, design or information or other materials (whether or not relevant to the Agreement) which the Provider may obtain in the performance of the Agreement. 10.3 All inventions, designs, methods, processes, data and software discovered or generated as a result of or in the course of the Agreement and all intellectual property rights therein and in anything produced in the course of the performance of the Agreement shall belong to the Council and the Provider agrees to assign the same to the Council without cost. 11 INTELLECTUAL PROPERTY RIGHTS INDEMNITY 11.1 The Provider shall indemnify the Council against all claims, demands, actions, costs, (including legal costs and disbursements on a solicitor and client basis), and losses arising from or incurred by reason of any infringement or alleged infringement in the UK of any Intellectual Property Right in connection with execution of the Agreement by the Provider. 11.2 The Provider shall promptly notify the Council if any claim or demand is made or action brought against the Provider for infringement or alleged infringement of any third party Intellectual Property Rights which may affect the execution of the Agreement. 12 INDEMNITY AND INSURANCE 12.1 Without prejudice to any rights or remedies of the Council (including but not limited to the Council’s rights under clause 19 hereof) the Provider shall indemnify the Council against all Page 41 of 128
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suits, actions, claims, demands, losses, charges, costs and expenses which the Council may suffer or incur as a result of or in connection with any damage to property or in respect of any injury (whether fatal or otherwise) to any person which may result directly or indirectly from any defect in the Service or any negligent or wrongful act or omission of the Provider. 12.2 The Provider shall effect (and shall ensure that any sub-contractor shall effect) with a reputable insurance company a policy or policies of insurance covering all matters which are the subject of indemnities under the Agreement including Public Liability insurance to a minimum sum of £5,000,000 and Employers Liability insurance to a minimum sum of £10,000,000 in each case in respect of any one incident and unlimited to the number of incidents unless otherwise agreed by the Council in writing. 12.3 At the request of the Council, the Provider shall produce within forty-eight (48) hours, the policy or policies required under clause 12.2 together with receipts or other evidence of payment of the latest premium due thereunder. 13 EQUALITIES LEGISLATION 13.1 The Provider shall not unlawfully discriminate within the meaning and scope of the provisions of the Equalities Legislation. The Provider shall take all reasonable steps to secure the observance of the Equalities Legislation by all servants, employees or agents of the Provider and all sub-contractors employed in the execution of the Agreement. The Provider shall at all times comply with the requirements of the Human Rights Act 1998 insofar as they are carrying out a function for the Council. The Provider will indemnify the Council against any and all claims which may be made against the Council due to the breach of the Equalities Legislation and/or Human Rights Act 1998 which is caused by or arises out of the Agreement or any actions or omissions of the Provider. 14 TERMINATION 14.1 The Agreement may be cancelled or suspended at any time by the Council giving the Provider 28 calendar days notice. The Council shall meet all outstanding invoices due to the Provider in respect of the Service at the time of termination, provided that the Council has accepted those invoices as valid, relevant and pertinent to the Service to be provided by the Provider under the Agreement. 14.2 Without prejudice to any other rights or remedies of the Council, the Council shall have the right forthwith to terminate the Agreement by written notice if the Provider (if a company) shall have an administrator or receiver appointed or shall go into liquidation (other than for the purposes of reconstruction or amalgamation) or (if an individual) be declared bankrupt under the provisions of the Bankruptcy (Scotland) Act 1985. 15 RECOVERY OF SUMS DUE 15.1 Wherever under the Agreement any sum of money is recoverable from or payable by the Provider, that sum may be deducted from any sum then due, or which at any later time may become due, to the Provider under the Agreement or under any other agreement or contract which the Provider holds or previously held with the Council. 16 CONFIDENTIALITY 16.1 The Agreement and the subject matter thereof and any information supplied by the Council and relating in any way to the Council’s business, processes, research or property shall be used for the exclusive purpose of performing the Agreement and be treated as and kept confidential by the Provider who shall not disclose it or any details thereof for any purpose whatsoever without the Council’s prior written consent. 16.2 As a Scottish public authority, the Council is bound by the provisions of the Freedom of Information (Scotland) Act 2002. All information submitted to the Council may therefore need to be disclosed and/or published by the Council in compliance with the Act (the decision of the Council in the interpretation thereof shall be final and conclusive in any dispute, difference or question arising in respect of disclosure under its terms), and any other law, or, as a Page 42 of 128
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consequence of judicial order, or order by any court, tribunal or body with the authority to order disclosure (including the Scottish Information Commissioner). 16.3 The Provider will comply with the requirements of the GDPR which shall include, but not be limited to, the provision and maintenance of technical and security arrangements for processing personal data and the provision of assistance to the Council when they are dealing with subject access requests. The Provider shall ensure that any sub-contractors shall comply with the requirements of the GDPR. 17 ASSIGNMENT AND SUB-CONTRACTING 17.1 The Provider shall not assign or sub-contract any portion of the Agreement without the prior written consent of the Council, the granting of such consent being at the Council’s sole discretion. Sub-contracting any part of the Agreement shall not relieve the Provider of any obligation or duty attributable to them under the Agreement. The Council shall reserve in all instances the right to refuse consent to the Provider assigning, sub-contracting or alienating in any manner howsoever (including but not limited to the situation where the Provider enters into the ownership of a third party) any of its rights and/or obligations under this Agreement to a third party. 18 NOTICES 18.1 Any notice given under or pursuant to the Agreement may be sent by hand or by post or by registered post or by the recorded delivery service or transmitted by telex, telemessage facsimile transmission or other means of telecommunication resulting in the receipt of a written communication in permanent form and if so sent or transmitted to the address of one party by the other party, shall be deemed effectively given on the day when in the ordinary course of the means of transmission it would first be received by the addressee in normal business hours. 19 DEFAULT 19.1 The parties acknowledge and agree that the Agreement is to be provided in the spirit of co- operation. Each party shall do all things reasonably necessary to co-operate, aid and assist the other in its performance of its obligations under the Agreement. 19.2 Any one instance of failure by the Provider to meet any general or specific performance targets set shall constitute “Minor Breach” whilst repeated or continual failure to meet such performance targets shall constitute “Serious Breach”. 19.3 In the event of a “Minor Breach” the Council will adopt the following procedure: 19.3.1 The Council shall serve 1notice on the Provider specifying that it is a formal warning notice and giving reasonable details of the breach sufficient for the Provider to identify the breach. Within five (5) working days of receipt of such notification, the Provider shall meet with the Council to discuss why the breach has occurred and how it will be remedied. The Provider shall have a reasonable period (such period to be mutually agreed, and in the absence of mutual agreement, to be no longer than twenty-eight (28) calendar days) following such meeting to remedy the breach. Notwithstanding any other remedy under the Agreement, the Council shall be entitled to require the Provider to promptly re-perform or replace the relevant part of the Agreement without additional charge to the Council. 19.4 In the event of a “Serious Breach”, the Parties shall adopt the following procedure: 19.4.1 the Council shall serve written notice on the Provider giving reasonable details of the breach sufficient for the Provider to identify the breach and requiring the Provider to meet with the Council forthwith. Upon receiving notification, the Provider shall meet with the Council forthwith to determine and agree in good faith and acting reasonably whether a contingency plan is available to deal with the “Serious Breach”. In the event that a contingency plan is activated, the Provider shall reimburse the Council in respect of any costs incurred by the Council in activating the same (as set Page 43 of 128
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out in the contingency plan) provided that the Council shall do all things to mitigate such costs including by using the resources of the Provider as appropriate. In the event that a contingency plan is not available the Provider shall within five (5) Working Days provide to the Council a plan, which to the Council's reasonable satisfaction, will when implemented resolve the breach or remedy the breach itself. 19.5 In the event that the Provider fails to meet any required action in a contingency plan or a contingency plan is not available and the Provider does not present a satisfactory alternative plan, the Council shall be entitled, at its discretion, to serve twenty-eight (28) calendar days’ notice on the Provider of its intention to terminate the Agreement. 19.6 For so long as and to the extent that the required action is taken which prevents the Provider from executing the Agreement, the Provider shall be relieved of their obligations under the Agreement and in respect of the period in which the Council is taking the required action, the Council shall be entitled to deduct from any sums due to the Provider under the Agreement, an amount equal to the Council' reasonable costs in taking the required action (including where relevant the costs of any sub-contractors), provided that the Council shall do all things to mitigate such costs including by using the resources of the Provider (in each case as appropriate). 19.7 The Council shall at its discretion be entitled to continue the required action until the breach has been remedied and the Provider has demonstrated to the Council's reasonable satisfaction that it can execute the Agreement without a material probability of repeating the breach. 20 DISPUTE RESOLUTION 20.1 In the event of any dispute or event of default under the Agreement, arising between the Council and the Provider which cannot be resolved directly by them, the issue in dispute will be referred for dispute resolution in accordance with the Dispute Resolution Procedure outlined in Schedule D herein. 21 STATUTES 21.1 The Provider warrants that at all times in the performance of the Agreement they shall comply with all statutory requirements and obligations. All references to Statutes shall include future amendments and re-enactments of the same. 22 GOVERNING LAW 22.1 The Agreement shall be governed by and construed in accordance with Scots Law and the Provider hereby irrevocably submits to the jurisdiction of the Scottish courts. The submission to such jurisdiction shall not (and shall not be construed so as to) limit the right of the Council to take proceedings against the Provider in any other court of competent jurisdiction, nor shall the taking of proceedings in any one or more jurisdictions preclude the taking of proceedings in any other jurisdiction, whether concurrently or not. 23 TRANSFER OF UNDERTAKINGS (PROTECTION OF EMPLOYMENT) 2006 : TUPE 23.1 Upon termination of this Agreement TUPE 2006 Regulations may or may not apply in such circumstances that the Service being provided continues (in part or whole) by another service provider. In such circumstances the Provider is expected to fully cooperate and provide the necessary information to ensure full compliance with TUPE Regulations. 24. FORCE MAJEURE No parties shall be liable to the other party for any delay in performing or failing to perform its obligations under the Agreement (other than a payment of money) to the extent that such delay or failure is a result of a Force Majeure event. Page 44 of 128
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Notwithstanding the foregoing, each party shall use all reasonable endeavours to continue to perform its obligations under the Agreement for the duration of such Force Majeure event. However if such Force Majeure event prevents either party from performing its material obligations under the Agreement for a period in excess of six months either party may terminate the Agreement with immediate effect by notice in writing. Any failure or delay by the Provider in performing its obligations under the Agreement which results from any failure or delivery by an agent, sub-contractor or supplier shall be regarded as due to Force Majeure only if that agent, sub-contractor or supplier is itself impeded by Force Majeure from complying with an obligation to the Provider. If any Party becomes aware of a Force Majeure event which gives rise to or is likely to give rise to any failure or delay on its part it shall immediately notify the other party by the most expeditious method then available and shall inform the other of the period for which it is estimated that such failure or delay shall continue. 25 EMPLOYMENT PRACTICES The Provider will issue that it takes a positive approach to fair working practices for employees (including any agents or sub-contractor employees) or part of a fair and equitable employment and reward practice which includes but is not limited to a fair and equal pay policy that includes a commitment to supporting the Living Wage, clear management responsibility to nurture talent and help individuals fulfil their potential, promoting equality of opportunity and developing a workforce which reflects the population of Scotland in terms of characteristics such as age, gender, religion or belief, sexual orientation and disability, support for learning and development, stability of employment and hours of work, avoiding exploitative employment practices, support for flexible working, family friendly working and wider work life balance and support for progressive workforce engagement. 26 ENVIRONMENTAL SUSTAINABILITY The Provider will ensure that its operations and activities are undertaken in a manner that minimises adverse impacts to the local and global environment. It will monitor and minimise its energy use and associated emissions, reduce its use of raw materials and increase the re-use and recycling of waste. In particular it will work with customers and employees to maximise the use of active travel and public transport, work with partners to provide suitable cycling and electric charging infrastructure and ensure that a full range of waste recycling options are provided. Page 45 of 128
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SIGNATORIES TO THE AGREEMENT For and behalf of North Lanarkshire Council Name Signature Designation Address Date For and behalf of Routes to Work Limited Name Signature Designation Address Date Page 46 of 128
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SCHEDULE A SPECIFICATION 1 SPECIFICATION NORTH LANARKSHIRE’S WORKING AND WORKING FOR FAMILIES 1.1 North Lanarkshire’s Working is valued as follows and will deliver all-age employability programmes across all communities, and these will be targeted on economically inactive and unemployed residents who face barriers to entering or progressing in the labour market: Eligible £2,897,000 Total £2,897,000 North Lanarkshire’s Working has outcomes detailed below with a 70% sustainment target on job entries at 26 weeks. North Lanarkshire’s Working - All Age Service 2026/27 Programmes SLA Targets Engaged Qualifications Job Outcomes Sustainment 26 weeks North Lanarkshire’s Working 1,250 431 688 70% North Lanarkshire’s Working (NLW) Engaged Job Outcomes Sustainment 26 weeks NLW Age 25+ 653 380 70% NLW Age 16-19 226 113 70% NLW Age 20-24 115 67 70% NLW Health & Justice 256 128 70% Total 1,250 688 70% 1.2 Working for Families is valued as follows in terms of costs eligible for No One Left Behind Grant and will provide support for unemployed/ underemployed low-income parents in North Lanarkshire: Eligible £1,200,000 Total £1,200,000 Working for Families outcomes detailed below with a 70% sustainment target on job entries at 26 weeks. 2026/27 Programmes SLA Targets Engaged Qualifications Job Outcomes Sustainment 26 weeks Working for Families 843 191 365 70% Total 2,093 622 1,053 70% Page 47 of 128
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Working for Families (WFF) Engaged Job Outcomes Sustainment 26 weeks WFF Out of Work 720 324 70% WFF in Work 123 41 70% Total 843 365 70% 1.3 In addition to the above performance, additional outcomes for clients with health and justice barriers are included as below: North Lanarkshire’s Working (NLW) Engaged Job Outcomes Sustainment 26 weeks NLW Health & Justice 256 128 70% Total 256 128 70% 2 FINANCIAL APPRAISAL AND MONITORING 2.1 The primary purpose of Financial Appraisal and Monitoring (FAM) is to provide the Council with an assurance that payments to the Provider are in accordance with Council requirements that public funds are protected and that value for money has been obtained. 2.2 Planning of FAM visits to the Provider shall take account of the materiality and the assessment of the risk attached to the delivery of the provision. The assessment of risk shall follow an evaluation of the key, relevant systems adopted by the Provider, supported by the results of testing undertaken. 2.3 The Provider shall have systems in place to: (a) detect and prevent duplicate claims; (b) prepare and submit accurate, valid, supported, timely claims; (c) monitor, record and manage lateness and all absences; (d) support claims for on-programme-payments through an effective attendance recording procedure; (e) ensure that all the required evidence is collected (and submitted, where appropriate) to support the claim; (f) identify Participants who have left the Programme (“Leavers”) early to prevent over claiming; (g) carry out effective monitoring of sub-contractors; (h) respond to FAM reports with an appropriate action plan. 2.4 The Council’s funding for the Service as detailed in the Agreement will be allocated to the Provider according to the Finance Schedule contained in Schedule B herein. Amendments to planned expenditure must be approved by the Council. This process will involve the submission of a written statement outlining why planned expenditure needs to be realigned and a revised budgetary projection/forecast for the duration of Page 48 of 128
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the Agreement. If the written submission is authorised by the Council then the Council retain the right to review this at any given time. 2.5 On completion of the Agreement all records, created by the Provider in the furtherance of its obligations under the Agreement, will become the property of the Council. A final monitoring visit will be arranged which will finalise all records and ensure that they are arranged in a suitable fashion On receipt of a satisfactory final claim audit report all records will be transferred to the Council. 2.6 In the event the Council or external auditors identify that any expenditure claimed by the Provider is ineligible, or that inadequate records of proof of additionality are available and repayment of any external funds are due, or if repayment of funds is due for any other reason resulting from the actions/inaction of the Provider, then the Provider shall repay any funding already received, or appropriate part thereof, within thirty (30) working days of written demand from the Council. 2.7 Any expenditure deemed ineligible through any reasonable culpability on the part of the Provider shall not be met by the Council. 2.8 In the event that the Council terminates the Agreement under Clause 14 of this Agreement, and such termination was taken as a result of the Provider’s having committed a Serious Breach then the Provider shall meet any costs incurred by the Council relating to the termination of the Agreement, and the process involved in selecting an alternative provider. Such costs include, but are not limited to, the loss of external funding by the Council and the loss of money endured by the Council , such money having been received by the Provider but unused, in the reasonable opinion of the Council, in the furtherance of the Service under this Agreement. The Provider shall be obliged to meet these costs within thirty (30) working days of written demand for the same from the Council. 2.9 The Provider must produce accurate and regular financial reports as requested by the Council in performance of the Service. 2.10 Without prejudice to its obligations under this Agreement, The Provider shall have the following management obligations: (a) Responsibility for advertising, promoting and publicising the Service, subject to the conditions outlined in section 9 of this Agreement; (b) Responsibility for submitting a robust “Performance Management Framework” that adheres to quality standards requested by the Council; (c) Responsibility for the further development of innovative mechanisms and systems designed to effectively engage with the client group; (d) Responsibility for maintenance of systems, which will enable client profiles and needs analysis to be completed for each client contact and intervention; (e) Responsibility for all administration and record keeping and financial management relating to all aspects of the Agreement; (f) Responsibility for the monitoring of Service delivery progress and co-ordination of all other related Service delivery; Page 49 of 128
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(g) Responsibility for compiling quarterly written reports, detailing Service delivery progress in comparison to pre-determined targets. This timescale may be reviewed should the Provider not meet specified targets and outputs; (h) Responsibility for ensuring prompt action to highlight any areas of concern in Service delivery. Failure to do this may result in a breach of contract and the introduction of performance management measures; and (i) Responsibility for Service delivery evaluation and end of year report. This may also involve engaging with external stakeholders and organisations working on behalf of the Council. 3 MONITORING THE SERVICE 3.1 The Council will use the Hanlon system as part of its monitoring procedures, therefore it is expected that the Provider will maintain up-to-date and accurate participant records on the system. 3.2 All Participants will be made aware of the mandatory need for programme monitoring and that they may be asked from time to time to participate in consultations. The Council will provide a minimum of five (5) days notice for any notified visit. Should this date not be suitable the Provider must inform the Council within two (2) working days to schedule a new visit. Failure to adhere to this will result in a breach of the Agreement. 3.3 The Council reserves the right to monitor and review any Participant Records. 3.4 All performance indicators, customer tracking information, customer feedback, customer complaints and compliments, and monitoring information will be fed back to the Council by the Provider through the monitoring reports. 3.5 The Council reserves the right to review monitoring and evaluation process arrangements should the management information requirements of the Council change. 3.6 The Provider shall allow access by external auditors to all project records under notification by the Council, assuming no conflict with the GDPR. 3.7 The Council may also appoint an external consultant to participate in the monitoring and evaluation of the Provider’s performance and the Provider will co-operate with such consultants and take all reasonable and necessary steps to implement recommendations made. 3.8 The Council reserves the right to introduce bespoke management information systems that allow the Provider to capture consistent and complimentary information. 4 PERFORMANCE MANAGEMENT AND QUALITY 4.1 The Provider shall work with the Council to establish and maintain an effective and beneficial working relationship and to ensure the Agreement is delivered to the standard specified in the Agreement. 4.2 The Provider shall work with the Council to establish suitable administrative arrangements for the effective management and performance monitoring of the Agreement. Page 50 of 128
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4.3 The Provider will be responsible for managing and reporting on any sub-contractual arrangements. Arrangements shall include mechanisms for the provision of management information, feedback to and from employers and Participants, change control procedures and the prompt resolution of any problems. 4.4 The Council will agree with the Provider day-to-day relationship management, contact points, communication flows and escalation procedures. Roles and responsibilities will be documented and the personnel involved in managing the relationship identified and suitably empowered. 4.5 The Provider will be expected to continuously improve the quality of the Service including that delivered via sub-contract. Where quality falls below acceptable levels the Provider will be expected to have suitable escalation procedures in place and, in respect of sub-contracted parts of the Service, take action where necessary to replace those sub-contractors or assignees whose performance is unsatisfactory. 4.6 The Council will regularly monitor the Provider’s performance at least monthly. Every three (3) to six (6) months (or any other period to be notified as appropriate) the Council will undertake a contractual review as specified in the Monitoring Schedule detailed in Schedule C herein. 4.7 Results of any reviews undertaken by the Council in relation to the Service will be communicated to the Provider. The Provider will be expected to provide any additional management information required by the Council to facilitate this process and arrange where necessary access to any of their delivery locations, including those operated via sub-contract. 4.8 The purpose of the performance reviews is to encourage an open and regular dialogue between the parties with the purpose of ensuring that the Agreement is being delivered appropriately and to drive up performance and quality. The reviews will encourage the parties to review performance, discuss opportunities for continuous improvement and raise and address any complaints or persistent problems encountered with the Agreement. Where issues cannot be immediately addressed, the Council and the Provider will follow the Dispute Resolution Process detailed in Schedule D herein. 4.9 The regular meetings between the Council and the Provider shall also cover, as appropriate, resolving disputes and/or dealing with contractual breaches in accordance with the terms and conditions of the Agreement. 4.10 The Council shall monitor and review the performance and quality of the Provider against set standards (see below) and within the overall contract management approach as detailed above. Additionally, the Provider may be subject to external inspection by the Scottish Government and Audit Scotland. The Provider will be expected to make any additional management information available to these organisations and provide where necessary access to premises, including sub contracted locations, as appropriate. 5 ACCESS TO SUPPORTING EVIDENCE 5.1 In line with the guidance for the UK LGF and SG NOLB Verification and Compliance checks, the following is essential in the Agreement between the Council and the Provider. The Council has overall responsibility to manage the Agreement and to ensure: Page 51 of 128
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(a) practical application and effectiveness of the management and control systems for the Agreement; (b) compliance with external funding requirements legislation and with other external funding conditions of grant; (c) that the performance of the Agreement is consistent with the Specification; (d) that the expenditure charged against the Agreement and subsequently claimed has actually been paid out; (e) that the expenditure charged against the Agreement and subsequently claimed is in line with the financial agreement and expenditure claimed is relevant to the Agreement; (f) that the expenditure charged against the Agreement and subsequently claimed is an item listed in the Payment Schedule detailed at Schedule C of the Agreement and was incurred against activity delivered during the period approved; (g) that the appropriate national co-financing has in fact been made available; (h) that there exists a full transparent audit trail which includes retention of supporting documentation; (i) that all receipts which may have arisen under the Agreement are also taken into account. 6 DOCUMENT RETENTION AND RECORDS MANAGEMENT The Council is bound by the provisions of the Public Records (Scotland) Act 2011. In terms of this legislation all public records managed by the Council must be managed in accordance with the Records Management Plan (RMP) approved by the Keeper of the Records of Scotland. The RMP and the guidance issued by the Keeper indicates that records created by the Provider are also considered as “public records” under Section 3(1) of the Public Records (Scotland) Act 2011 and must be appropriately managed during their operational lifetime. 6.1 The Provider warrants that: 6.1.1 they have the capacity to store and retain all supporting documentation and that they have efficient document retrieval systems in place until the specified retention date; and 6.1.2 that no supporting documentation shall be destroyed prior to the specified retention date. 6.2 The Provider will provide the Council with access to all supporting documentation under the Agreement throughout its period and this shall apply even in the event that the Agreement cannot be completed for whatever reason. 6.3 The Council is responsible for ensuring that all project documentation retention date (to be confirmed) is complied with. Therefore the Provider will fully co-operate with the Page 52 of 128
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Council in providing all appropriate documentation at all specified periods and to ensure direct and immediate communication with the Council in the event of any issues relating to documentation and/or documentation retention until specified date. The Provider is responsible for document retention of any third party information relating to the funded projects (e.g. information held at any external organisations). 6.4 In the event of dissolution of the Provider, the Provider will allow the Council access to all appropriate project documentation. The Provider agrees that in the event of their dissolution they still have a responsibility to assist the Council in maintaining a clear audit trail to all defrayed expenditure (i.e. access to company BACS, bank statements, staffing payments invoices etc.) 6.5 In the event that the Provider does not allow or enable access under Condition 6.2 above the Council will withhold any further payments to the Provider and will not be liable for payment of issued invoices. 7 HEALTH & SAFETY 7.1 The Provider shall provide the Council with written details of their health & safety policy, health and safety procedures, accident reporting and investigation procedures, arrangements for the safe removal of dangerous substances and wastes and arrangements for governing specific requirements to demonstrate safe working practices under the Management of Health and Safety at Work Regulations 1992 and the like. 7.2 The Provider must further be able to demonstrate to the Council their arrangements and those of their sub-contractors under the Health and Safety (Display Screen Equipment) Regulations 1992, the Supply of Machinery (Safety) Regulations 1992, the electromagnetic Compatibility Regulations 1992 and all relevant Acts of Parliament, Regulations and other sources of Law pertaining to health and safety and have records of same. The Provider must have at least one (1) designated health and safety officer who has responsibility for all health and safety matters. 7.3 The Council’s standards for Security and Health & Safety must be adhered to by the Provider. 7.4 Health and Safety is the responsibility of the Provider and they shall take out adequate insurance to cover any possible liabilities. 7.5 Health and Safety checks may be conducted by relevant representatives of the Council during the Agreement. 7.6 Without prejudice to any statutory duty of any person to report any death, injury, case of disease or dangerous occurrence, the Provider shall inform the Council: 7.6.1 immediately if any Participant dies or suffers any major injury or case of disease falling within the scope of any regulations dealing with reporting of accidents at work or cases of occupational diseases, should the occurrence take place in the premises of Routes to Work or in any premises if the Participant is on a work related placement activity. 7.6.2 as soon as possible, but no longer than seven (7) days after the relevant accident, of any other accident resulting in a participant being absent from the programme of training for four (4) days or more resulting in any loss of physical or mental capacity (including disfigurement). Page 53 of 128
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7.7 The Provider shall ensure that there is a current fire certificate for all and any of its premises which require one, and to provide evidence of the existence of the aforementioned certificate to the Council on request. 7.8 Where appropriate, it is the responsibility of the Provider to certify that any necessary and relevant level of disclosure checks have been carried out under Disclosure Scotland where clients may be working with vulnerable people, and that any / all premises are properly registered. 7.9 The Council’s representatives visit the Provider and their sub-contractors for a variety of reasons. In the course of their normal duties the Council representatives shall adopt an ‘eyes and ears' approach to monitoring health and safety. In doing this the Council representatives shall not be conducting a health and safety inspection, nor shall they be in a position to offer advice on whether something is safe or not, instead they shall approach this from the position of any lay person. If however a Council representative does notice something on which they require assurance or clarification, they shall raise this with the Provider or the Provider’s sub-contractor at the location where they are visiting. At no time shall the Council representatives be seen as offering professional advice on health and safety matters and as such, shall not be liable for any advice or comments or otherwise given to the Provider or their sub-contractor or any omission to give such advice, comments or otherwise. 8 SMOKING POLICY 8.1 The Provider shall not allow the smoking of cigarettes on “No-Smoking Premises”, within the meaning of the Smoking, Health Care and Social Work (Scotland) Act 2005 Additionally all employees must respect any rules in force from time to time issued by the Council within premises used to deliver outreach services. 9 MARKETING 9.1 The Provider will consult with the Council at the project conception stage, to identify level of marketing support required. 9.2 The Council will prepare a marketing brief based on this early discussion, outlining an appropriate way forward. 9.3 The Provider will liaise with the Council in the production of a marketing plan and its implementation. 9.4 The Council will provide ongoing marketing support and oversee the production of all promotional materials. 9.5 All marketing materials will acknowledge funding bodies as directed by the Council. 10 STAFF QUALIFICATIONS AND DEVELOPMENT 10.1 To ensure quality provision it is essential that staff training and expertise are given high priority. Therefore the following requirements must be met: 10.1.1 Staff must hold relevant qualifications and have opportunities to attend relevant courses. Page 54 of 128
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10.1.2 A personal training development plan must be maintained for all staff, including a record of all courses attended; 11 CO-OPERATION WITH RESEARCH INITIATIVES 11.1 The Provider must co-operate with any research initiative authorised by the Council including the provision of information about the Agreement. Page 55 of 128
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SCHEDULE B FINANCE SCHEDULE April 2026 - March 2027 North Lanarkshire’s Working Eligible £2,897,000 Total £2,897,000 Working for Families Eligible £1,200,000 Total £1,200,000 Total SLA Project costs: £4,097,000 Page 56 of 128
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SCHEDULE C MONITORING SCHEDULE 1. North Lanarkshire’s Working, Working for Families and Additional Health & Justice April 2026 - March 2027 Expected Outputs & Outcomes Outputs and Outcomes As detailed in Schedule A at 1.1, 1.2, 1.3, and 1.4 Employment sustained at 26 weeks 70% Monitoring Schedule Date of Visits April 2026 – March 2027 June 2026/ Sep 2026/ Dec 2026/ Mar 2027 Payment Schedule Payment Type Detail Calculation Advance payment 25% Paid in April or when SLA agreed - cashflow £1,024,250 Actual Expenditure April – June 2026 July claim Actual Expenditure July – September 2026 October claim Actual Expenditure October- December 2026 January claim Actual Expenditure January – March 2027 Claimed in April (less 50% of advance) SCHEDULE D Page 57 of 128
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DISPUTE RESOLUTION PROCEDURE STAGE 1 – INFORMATION EXCHANGE In the event of any dispute arising between the parties in connection with the Agreement the party bringing the complaint, will write to the other party setting out full details of the dispute and any proposals for resolving the dispute (the "Letter of Dispute"). The Letter of Dispute should provide all the necessary details and any supporting documentation to enable the other party to fully consider the dispute. The party which receives the Letter of Dispute should acknowledge its receipt within seven (7) calendar days (“the Letter of Acknowledgment”). If further information as to the matters detailed in the Letter of Dispute is required so as to deal with it then full particulars of the further information required should be given by letter within seven (7) calendar days of the Letter of Acknowledgement (the “Further Information”). If further information is required, such further information should be provided within fourteen (14) calendar days from the date of the Letter of Acknowledgement. The time for responding to the Letter of Dispute does not commence until the further information has been provided or a satisfactory explanation has been received as to why it cannot be provided. Within fourteen (14) calendar days of the Letter of Acknowledgment or within fourteen (14) calendar days from the provision of the further information the other party shall provide a full response to the Letter of Dispute (the "Letter of Response"). The Letter of Response shall, if appropriate, provide terms on which the dispute can be resolved. If the Letter of Response cannot deal with all of the issues raised within the Letter of Dispute within fourteen (14) calendar days the responding party shall provide a date within which the full response will be provided. Such full response must be given within twenty-eight (28) calendar days of the latest of the Letter of Acknowledgment or the provision of any further information. When the Letter of Response has been sent, Stage 1 is concluded. If the dispute has not been resolved by the end of Stage 1, the parties shall move to Stage 2. STAGE 2 - MEETING Following on from the Letter of Response either party can request that a meeting takes place between the Council (Head of Service) and the Provider. The Council and the Provider shall within seven (7) calendar days of such a written request meet in a good faith effort to resolve the dispute (the “First Meeting”). If the dispute cannot be resolved in the First Meeting the dispute shall be referred to the Managing Director of the Provider and the Head of Asset and Procurement Solutions to seek to resolve the dispute (the “Final Meeting”). If appropriate the parties can invite key personnel to this meeting. If the dispute cannot be resolved within twenty-one (21) calendar days of the Final Meeting the dispute shall be referred to a mediator in accordance with Stage 3. STAGE 3 - MEDIATION The parties shall seek to agree on the appointment of a mediator to act in relation to the dispute or an organisation which shall be approached to nominate a mediator. If the parties cannot agree on the appointment of a mediator the matter shall be referred to CEDR to appoint a mediator. If agreeable to the mediator, the parties shall within seven (7) calendar days of the appointment of any such mediator meet with them to agree a programme for the exchange of any relevant information, the structure to be adopted for the mediation and a date for the mediation to be held (the “Agreed Procedure”). If the mediator is not agreeable to a meeting or the parties deem it unnecessary for the mediator to be involved they will reach agreement on the agreed procedure between themselves. The parties will then act in accordance with the agreed procedure and seek to resolve the dispute through mediation. If the Parties fail to reach Page 58 of 128
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agreement within twenty-eight (28) calendar days of the mediation then any dispute or difference between them may be referred to the Courts. STAGE 4 - LITIGATION All disputes not resolved pursuant to the procedures set out above may be referred by either party to the courts. GENERAL For the avoidance of doubt this shall in no way prejudice any rights or remedies of either party under the Agreement including without limitation the right of termination. However this will survive termination of the Agreement and will govern any post termination dispute. Each party shall bear their own costs in relation to any procedure adopted pursuant to this. Unless the Agreement has already been repudiated or terminated the Provider shall, notwithstanding this, continue to carry out its obligations in accordance with the Agreement. Page 59 of 128
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SCHEDULE E SERVICE VALUES AND TARGETS 1. North Lanarkshire’s Working, Working for Families and Additional Health & Justice April 2026 - March 2027 Type Or, details below regardless of benefit or length of unemployment Outcomes Groups Age 16 -67 with barriers to entering the labour market. Within 6 months of leaving school and leaving to a negative destination without intervention Unemployed 16-19 year olds Unemployed and employed Parents on Low Incomes Unemployed and underemployed residents 1.1, 1.2 and 1.3 Page 60 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 15/05/26 Routes to Work Ltd – Performance & Financial Monitoring Report From Alison Gordon, Chief Social Work Officer (Education, Families, Justice & Integrated Practice) E-mail gordonal@northlan.gov.uk 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 Q2 2025/26 to the end of Q3 2025/26. The financial performance of Routes to Work Ltd. for Q2 2025/26 to the end of Q3 2025/26 and overall financial standing is also included within this report. In addition, the report provides a update on the ALEO Review Action Plan developed to take forward the recommendations of the ALEO Review reported to Policy & Strategy Committee in March 2025 and considered by the Enterprise and Fair Work Committee at its meeting on 20 February 2026. Recommendations It is recommended that Committee: (1) Acknowledge Routes to Work operational performance and finance for Q2 2025/26 to the end of Q3 2025/26, along with wider achievements during that period (as outlined at Appendix 1); (2) Acknowledge the Routes to Work Action Plan which has been developed to take forward the recommendations of the ALEO Review (as outlined at Appendix 7). The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Page 61 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 being among the best performing nationally in terms of numbers engaged and job outcomes, as reported in the Local Government Benchmarking Framework 2024/25 outcomes for employability services. 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 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 Page 62 of 128
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there is a range of support available that is tailored to the needs of individuals and their communities. 2. Report 2.1 Operational Performance Q2 2025/26 to Q3 2025/26 The operational performance overview for employability initiatives delivered by Routes to Work in the reporting period are attached at Appendix 1. The Q2 - Q3 2025/26 programme performance is very positive in terms of job outcomes with targets being exceeded across all programmes and 743 unemployed and economically inactive residents being supported into work against a target of 563. This also demonstrates the continued buoyancy in the North Lanarkshire job market with employers continuing to recruit in this period. There remains work to be undertaken in aspects of each programme, whether increasing engagements or sustainability of jobs for the health and justice clients supported into employment; however, the overall performance of Routes to Work Ltd against targets remains consistently positive. The following points are service delivery highlights which are not included within the performance measures. 2.2 Routeway Delivery Routes to Work Ltd have expanded their Sector Routeway Delivery Programme which targets sectors where there are a number of vacancies. The programme upskills clients and supports their progression into sustainable employment opportunities in these sectors. Aligned with local labour market demand these include Retail, Warehouse/ Logistics, Security and Health & Social Care. These sector-focused programmes provide targeted training, employer engagement, and practical insight into specific industries. Participants are also supported to achieve relevant accredited qualifications and industry-recognised certificates, enhancing their employment opportunities. Partners employers included Hochtief (Routes to Highway Maintenance) and Victor Pizza (Routes to Food Manufacturing). These employer-led programmes offered tailored training and direct engagement with recruiting employers, resulting in participants achieving sector-specific qualifications and progressing into employment. 2.3 Community Benefit Links Engagement through Community Benefits has increased in recent months, creating additional opportunities for clients. This has resulted in a number of job offers within the construction sector through engagement with Dem-Master, as well as paid short- term work placements for youth clients with Optimal FM, delivered in partnership with Kier Construction, providing valuable work experience. Discussions are also underway with Hochtief to explore future collaboration around Community Benefits delivery and recruitment challenges. Initial areas of focus include increasing women’s participation in construction, improving engagement with underrepresented groups, and supporting more inclusive recruitment practices. Page 63 of 128
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2.4 Thematic Health Partnerships Routes to Work Ltd has mature partnerships across multiple organisations to support clients whose health is proving a barrier to work and work has been undertaken to refresh and strengthen these with: • Jobcentre Plus Disability Employment Advisors • NHS Occupational Therapists • SAMH (Scottish Association for Mental Health) • Homes First • SACRO Open communication, shared knowledge, and strong partnerships are creating a collaborative, robust employability service for health clients, positioning Routes to Work as a preferred provider. 2.5 Investors in People Routes to Work is a Platinum-accredited Investors in People organisation and in November it was shortlisted as a finalist in ‘The Award for Excellence in Building Purpose Driven Impact’ at the Investors in People Awards 2025. Routes to Work did not win on the night but the category was on a worldwide scale and this recognition for Routes to Work further reinforces its reputation as a leading employability organisation. Routes to Work are continuing their Investors in People journey with a commitment to work towards the We Invest in Wellbeing standard. This has commenced with a wellbeing diagnostic undertaken by Investors in People in November. Financial Performance Q2 2025/26 to Q3 2025/26 Public Accountability Obligations 2.6 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. 2.7 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. 2.8 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 2.9 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. Page 64 of 128
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Balance Sheet at 31st March 2025 2.10 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 2.11 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 2.12 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 2.13 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. ALEO Review Action Plan 2.14 As reported to this Committee on 20 February 2026 an action plan has been developed in consultation with Routes to Work Limited to address the areas identified and recommendations from the ALEO Review. It was highlighted that implementation of the Action Plan was already underway and future updates would be reported to this Committee alongside the six-monthly performance and finance update. The updated Action Plan is therefore attached as Appendix 7. 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. Page 65 of 128
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3.2 Implementation of the agreed action plan supports the delivery of the council’s strategic priorities and increases the alignment of Routes to Work activities with The Plan for North Lanarkshire. 4. Supporting documentation The following appendices support this report: 4.1 Appendix 1 Routes to Work Ltd Performance Indicators & Outcomes 4.2 Appendices 2 - 6 Routes to Work Ltd Financial Performance 4.3 Appendix 7 Routes to Work Ltd ALEO Review Action Plan Alison Gordon Chief Social Work Officer (Education, Families, Justice & Integrated Practice) Page 66 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? 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 ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Page 67 of 128
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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? Yes ☐ No ☒ Page 68 of 128
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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 69 of 128
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Appendix 1 Routes to Work – Q2 – Q3 2025/26 - Operational Performance Employability Programme Indicator Target Outcome/Purpose 2025/26 Q2-3 Target 2025/26 Q2-3 Actual Blue Red Amber Green Comments Working For Families Number of starts Out of work parents engaged 162 228 B Funding from the Scottish Government to support low income employed and underemployed parents. Number of starts In work parents engaged 81 64 R Number of qualifications Accredited Qualifications 54 112 B Number of Job Entries Out of work parents gaining work 81 133 B Number of Job Entries In work parents progressing in work 22 21 A 26-week sustainment Jobs sustained at 26 weeks 70% 76% B Youth Service Number of starts Young People Engaging 197 293 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. Number of qualifications Accredited Qualifications 64 116 B Entered FE/HE/Training Moved into full time education or training programme 31 45 B Number of Job Entries Young People gaining employment 102 145 B 26-week sustainment Jobs sustained at 26 weeks 70% 79% B Thematic Service Number of starts Clients engaging 146 157 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 Number of qualifications Accredited Qualifications 41 47 B Page 70 of 128
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Number of Job Entries Clients gaining employment 59 71 B 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. 26-week sustainment Jobs sustained at 26 weeks 70% 59% R All Age Services Number of starts Clients engaging 623 562 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. Number of qualifications Accredited Qualifications 192 153 R Number of Job Entries Clients gaining employment 299 373 B 26-week sustainment Jobs sustained at 26 weeks 70% 74% 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 71 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 72 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 73 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 74 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 75 of 128
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Appendix 7 Routes to Work Ltd – ALEO Review Action Plan (December 2025) Action Ref Improvement Area SMART Goal Key Actions Responsible Officer / Team Timescale Resources Required Performance Measure Alignment to NLC Plan RTW01 Strengthen Alignment and collaboration Deepen integration with NLC’s Plan and Programmes of Work - Schedule quarterly strategic review meetings with NLC representatives to assess alignment. - Develop an internal tracking system to map RtW objectives directly to NLC’s evolving strategies. - Assign a liaison officer to maintain continuous communication with NLC on any relevant programme of work changes. RTW – KC & DJ NLC – PK To 31/03/2027 - Time - Up to date information on any changes to NLC Plan - Quarterly meetings held - Tracking system in place - Regular meetings of liaison officer and NLC representative These meetings will regularly tie the actions of the organisation to The Plan for NL and make explicit links, on an ongoing basis, to the POWs. Most often the Brighter Futures and Resilient People. Update: Quarterly meetings established and first has taken place. RTW are monitoring NLC reports and changes to POW to ensure their work complement these. Page 77 of 128
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RTW02 Strengthen Alignment and collaboration Ensure flexible and targeted service delivery (particularly economically inactive, school leavers, restorative justice and mental health initiatives) - Run an engagement team for 2025/26 to support engagement of economically inactive individuals with a six-month review. - Expand health and justice services for 2025/26 delivery RTW – KC & DJ NLC - PK 01/04/2025- 31/03/2026 - Provision included in SLA - Time - Stakeholder involvement - Engagement team in place with review carried out at October 2025 - Increased service provision for health & justice clients; - increased number of clients supported Clear links to Resilient People programme of work – many of those supported by the organisation are also engaged by other Council services which promote inclusion and tackle poverty. Update: COMPLETE - All action implemented in last 9 months, review carried out and assessment of numbers of clients carried out showing an increase on 24/25. RTW03 Strengthen Alignment and collaboration Ensure branding and communication reflect NLC’s funding and support role - Develop co-branded marketing materials highlighting NLC’s support. - Implement a communication strategy ensuring stakeholders recognise NLC’s contributions. RTW – GRM & CL NLC - PK By 31/03/2026 - Time - Stakeholder involvement - Marketing, promotion and communicatio n expertise - Updated branded marketing materials that highlight NLC’s support - Communicatio n strategy in place and implemented The Brighter Futures programme can be used as the vehicle which supports the integration of RTW branding with that of NLC. Page 78 of 128
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Update: COMPLETE - New branding utilising NLC ‘Work Here' now being used. RTW04 Strengthen Alignment and collaboration Address any duplication in service delivery - Perform a joint audit of existing skills training programs between RtW and NLC. - Identify any duplication and inefficiencies and provide a strategy to avoid these. RTW – DJ NLC – PK and CL&D By 31/03/2027 - Time - Co-operation of NLC officers in providing a full audit of NLC training programmes - Draft strategy produced to maximise efficiency in provision - Audit completed of skills training programmes across RTW and NLC - There are no duplication or inefficiencies Brighter Futures Board can address any duplication of provision and be used to integrate and align RTW with NLC programmes. Update: RtW currently mapping their provision and procurement against the services delivered by NLC. RTW05 Enhance financial sustainability Explore alternative sources of funding - Identify and apply for one or two relevant grant opportunities annually. - Research and assess the feasibility of new income-generating services with other Local Authorities RTW – SMa & KC NLC - PK By 31/03/2026 & by 31/03/2027 - External opportunities available - Time - Brokered introductions - Income received through external grants - Services delivered in other local authorities Brighter Futures supports the co- ordination and integration of external funds for skills and employability. Update: Currently have a 12-month contract in West Page 79 of 128
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Lothian until March 2026 – and a 3 month extension until June 2026. Continue to apply for new funding opportunities RTW06 Enhance financial sustainability Evaluate cost structures - Conduct a salary and benefits benchmarking study comparing RtW roles with NLC equivalents. - Assess any potential savings for RtW contracted services RTW – GRM NLC – PK By 31/03/2026 & by 31/03/2027 - Time - Benchmark data - Access to NLC salaries / benefits - Information on relative costs / benefits of NLC services (that RTW currently contract) - Benchmarking exercise complete - Potential savings identified This improvement area is shared across the public and third sector in terms of being legally required to ensure RTW achieve Best Value when they perform their day to day activities. Update: RtW have gathered recruitment packs and are working with NLC to get data on similar roles in NLC (they are also looking at identical roles in other LA’s where their service is delivered in house). Page 80 of 128
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RTW07 Enhance financial sustainability Ensure reserves meet operational costs over the short term - Review current reserves against OSCR guidelines & short term operational costs to ensure compliance. RTW – Board, KC & KA NLC – PK and Finance By 31/03/2026 & by 31/03/2027 - Time - OSCR guidelines - Continued compliance with reserves policy - Short term operational costs adequately covered This is a financial issue for RTW because of its third sector status and its OSCR requirements. Update: Current reserves can fully cover the wind up of the company and meet all contingent liabilities for 25/26. OSCR rules on excess reserves restrict RTW holding significant amounts more than that. Further discussion planned with NLC finance to establish what is required by NLC. RTW08 Build capacity and mitigate recruitment challenges Address recruitment and retention challenges - Conduct a staff turnover review over the past 4 years and assess any ongoing recruitment challenges RTW - GRM By 31/03/2027 - Time - Data – staff turnover; recruitment challenges, incentives, benefits and - Staff turnover trends - Retention of new recruits - Maximised recruitment Brighter Futures supports the co- ordination of recruitment and retention issues. Page 81 of 128
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- Review and update recruitment incentives, including benefits and career development pathways. career development pathways and retention benefits Update: The environment in which this action was developed has changed and recruitment and retention have faded as an issue for the company. Continues to be monitored. RTW09 Build capacity and mitigate recruitment challenges Tackle sickness absence issues - Compare RtW’s current absence management rates with NLC’s levels & identify any good practice - Revise the Wellbeing strategy and implement year 1 (this has been superceded by the pursuit of IIP’s We invest in Wellbeing accreditation) RTW – GRM & CL NLC – PK and People Resources By 31/03/2026 and by 31/03/2027 - Time - Access to NLC’s sickness absence rates - Allocation of funds for We Invest in Wellbeing accreditation - RTW Wellbeing group input - Increased attendance rate - Good practice identified and shared - Wellbeing strategy and activities in place - Accreditation from IIP obtained in 3 years Brighter Futures supports the co- ordination of recruitment issues. Update: A new well-being strategy for staff is being developed with staff included in research. Increased co- operation with NLC on recruitment. RTW10 Build capacity and mitigate recruitment challenges Update workforce skills and capabilities - Implement annual skills audits to assess workforce capability gaps. - Design targeted training programs RTW - GRM By 31/03/2026 & by 31/03/2027 - Time - Skills audit matrix developed - Funds for training - Skilled and qualified workforce Brighter Futures supports the co- ordination of skills development and recruitment. Page 82 of 128
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based on audit results. programs built into SLA Update: A Strategic people plan has been developed and is being used to refresh staff training. RTW11 Maximise income generation Leverage accredited SQA centre status - Expand course offerings to include high-demand qualifications. - Form strategic partnerships with local businesses to create industry- specific training programs. - Market the SQA centre to external clients to generate additional revenue. RTW – DJ & KMcL By 31/03/2027 - Time - Funding built into SLA, and training for additional qualifications for skills delivery staff - Intelligence on labour market demands - Focus on marketing activity - Increased number & variety of qualifications delivered - Increased number of industry routeways delivered - Income generated due to external delivery of qualifications Clear and positive overlap with the workstreams within Brighter Futures for future planning. Update: Sectoral routeways being delivered to local employers in care, retail and hospitality/ security with offer of SQA accreditation for staff attached. RTW12 Maximise income generation Target tendering opportunities - Develop a centralised database of upcoming tender opportunities. - Assemble a fully operational process and resource to RTW – KC, GRM, SMa NLC – PK By 31/03/2026 & by 31/03/2027 - Time - Bid writing expertise for large scale contracts - Stakeholder involvement - Systematic environmental scanning - Clear roles, responsibilitie s, process and tracking in place for Clear and positive overlap with the workstreams within Brighter Futures for future funding opportunities. Page 83 of 128
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assess and appraise opportunities - Provide clear responsibilities on bid-writing team creation and process map the responsibilities - Partner with other organisations (including NLC) to bid on large-scale or multi-year contracts, where applicable. responding to opportunities - New large scale or multi year contracts obtained in partnership Update: This has been achieved for this year with all points implemented. To be reviewed in 26/27. RTW13 Maximise income generation Expanded utilisation of Teckal status - Identify key services that could be delivered under Teckal provisions. - Engage with NLC procurement teams to streamline Teckal contract processes. RTW – KC, DJ, SMa NLC – PK & other departments By 31/03/2027 - Time - NLC to identify services across council departments that could be delivered by RTW under Teckal (Education, ADP etc) - Access to NLC procurement personnel - Understanding of Teckal across Council departments - Increase in services delivered by RTW through Teckal exemption - Expansion of RTW delivery to various council departments - Less procurement activity for NLC procurement teams Clear and positive overlap with the workstreams within Brighter Futures for future funding opportunities, which may also be useful for other programmes of work if a non NLC vehicle is needed to apply for funding. Update: Meetings and discussions underway with NLC Page 84 of 128
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- RTW - Planning for additional services e.g. Recruitment staff and teams to establish clear plan for progressing action. Will be complete in timescale. Staff - Key ID Role ID Role KC Chief Executive (RtW) CL Service Improvement Manager (RtW) GRM Depute Chief Executive (RtW) SMa Impact & Growth Manager (RtW) DJ Head of Operations (RtW) KA Finance Manager (RtW) KM Operations Manager (RtW) PK Business Manager (NLC) Page 85 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 PH/YW Date 15/05/26 Fusion Assets’ Performance and Financial Monitoring Report From Pamela Humphries, Chief Officer (Place) E-mail Yvonne Weir, weiry@northlan.gov.uk Executive Summary This report provides details of the operational performance of Fusion Assets Limited. (Fusion Assets) during 2025/26. It outlines a range of economic outputs and outcomes being delivered through this Arm’s Length Organisation (ALEO) and details key highlights achieved during 2025/26. The report also details the overall current financial standing of Fusion Assets (as at 31 December 2025) and future financial projections. In addition, the report notes the progress in delivering 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; (2) Acknowledges the overall current financial standing of Fusion Assets and future financial projections as detailed in 2.2.5 onwards; and (3) Acknowledges the progress in delivering the action plan developed to take forward the recommendations of the ALEO Review (as outlined in Appendix 5) 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 Page 87 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 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. Instead, Fusion Assets uses grant funding from various sources such as the North Lanarkshire’s annual Vacant & Derelict Land Fund (VDLF) allocation from the Scottish Government to enable investment in 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, or partially let, they are sold to a private sector investor with returns used to pay off loan funding and re- invest in future regeneration projects, unless restricted by the terms and conditions of any grant funding. During 2025/26 this model has been extended to utilise funding through the Glasgow City Region’s Enabling Commercial Space Programme to construct industrial units on previously remediated sites - with the first phase of this programme focusing on development at Ravenscraig Industrial Site. 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 therefore 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 Operational Performance Gartcosh Industrial Park 2.1.1 Gartcosh Industrial Park, a site of just over 13.5 hectares is being developed over 4 phases. The first phase is complete with 6.95 hectares of land remediated and 3 units (totalling 5,435 sqm of industrial space) constructed and currently fully let. The remainder of the site has been remediated over 3 phases to create a development ready site. Activity at Gartcosh in 2025/26 has focused on further works to phase 2 and securing planning approval for the development of phase 4. Page 88 of 128
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2.1.2 In relation to phase 2, a non-material variation application has been approved and a new design team appointed. Fusion Assets is working through a joint venture company - Gartcosh Estates LLP - to bring forward the next phase of development later this year consisting of a further 3 units totalling 6,155 sqm. 2.1.3 Progress has also been made at phase 4 of Gartcosh Industrial Park with a detailed planning application submitted and approved for a standalone 3,744 sqm industrial unit. Work is underway to complete all pre-commencement conditions on site to prepare for the next stage of enabling works for which funding has been secured from the Vacant and Derelict Land Fund. Condor Park, Eurocentral 2.1.4 Condor Park is a 1.3 hectare site at Eurocentral that was purchased from Scottish Enterprise by Fusion Assets prior to initiating a programme of site remediation and enabling works. The proposed development has the aim of supporting the construction of smaller industrial units to meet the local demand for this type of business space. Planning approval is in place for construction of a multi-let industrial scheme consisting of 8 units totalling 3,744 sqm. A package of enabling works was undertaken in 2023/24 to complete the site remediation and ensure the land was in development ready condition. 2.1.5 It is proposed that the development of Condor Park will be taken forward through a new joint venture company which Fusion Assets have been in negotiation over following the collapse of the original JV partner at the start of Covid. Unfortunately delays in moving the development forward have resulted in an increase in costs and a potential funding gap needs to be addressed to ensure the schemes viability. As a result, Fusion Assets is currently reviewing the development options for the site. Ravenscraig Enterprise Park 2.1.6 Substantial progress has been made in 2025/26 in respect of the development of plot 1 at Ravenscraig Enterprise Park. Glasgow City Region funding has been awarded through the Enabling Commercial Space Programme to develop the site which will be delivered in 2 phases each consisting of 2 industrial units. The full business case for phase 1 was submitted and approved allowing construction of the initial two industrial units of circa 2,787 sqm which commenced in March 2026 with works scheduled for completion at the end of the year. 2.1.7 The design team is in place for phase 2 of the development and are working towards submission of a building warrant application. The full business case will be submitted to Glasgow City Region and once approval is received it is planned that works will commence on site later this year. Link Park, Newhouse 2.1.8 Link Park consists of two plots of vacant and derelict land on either side of the Glasgow and Edinburgh Road at Newhouse. Fusion Assets has remediated the land and built out the development in a series of phases over the years. The southern plot was sold and developed out through a joint venture partnership with Newlands Developments to build a new 4,410 sqm distribution facility for the Co-Op. 2.1.9 The northern plot adjacent to the M8 has been retained by Fusion Assets who have built out three industrial units totalling 5,085 sqm. Construction of the final building at Link Park commenced in May 2025 and was completed ahead of schedule in Page 89 of 128
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December 2025. A tenant was secured for immediate entry following the completion. Ritchie Engineering took up occupancy of building 3 in January 2026 brining some 45 - 50 jobs to North Lanarkshire. Updates from other developments 2.1.10 Following a tender exercise a design team has been appointed to take forward the first phase of development at Westfield Point, Cumbernauld. This is a 1,992 sqm multi let industrial scheme which will be funded through the Glasgow City Region’s Enabling Commercial Space Programme. 2.1.11 Committee members should note that in December 2025 Fusion Assets sold the Lanarkshire Enterprise Park (LEP) site at York Road, Chapelhall to HFD/DataVita for the extension of an adjacent primary substation and a new 9,290 sqm datacentre 2.2 Financial Impact Public Accountability Obligations – Financial year 2025/26 2.2.1 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 financial performance. 2.2.2 The Council’s legal agreements with Fusion Assets 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. 2.2.3 The Council expends VDLF resources annually with Fusion Assets 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 key objectives. Fusion Assets has also been allocated funding from GCR Enabling Commercial Space programme. This funding requires the submission of quarterly claims which are subject to verification processes to ensure compliance with the conditions of the grants awarded. 2.2.4 The final position for financial year 2024/25 was presented to this committee in November 2025. The 6 month performance report due to be presented in November 2026 will provide the outturn financial position for the period April 2025 to March 2026. Overall Financial Standing as of 31 December 2025 2.2.5 Appendix 2 gives an update on the overall financial standing of the company, as of 31 December 2025, together with further information and previous year’s comparator figures. The company has cumulative net assets of £10.131m predominately as a result of investment property at Newhouse, work in progress and cash balances, offset by deferred VDLF income. Members should be assured that the company has sufficient resources to meet its current commitments. Page 90 of 128
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Financial Performance 1 April 2025 to 31 December 2025 2.2.6 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. For 2025-26 the company was successful in securing VDLF funding of £1.798m and a further £3.1m in funding via a successful Glasgow City Region Enabling Commercial Space bid. 2.2.7 Based on their financial statements to 31st December 2025, Fusion Assets is currently projecting an increased over-recovery of £0.092m 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 3 along with previous year comparator outturn position. 2.2.8 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 31 December 2025 is outlined in table 1 below. Table 1 – Capital development expenditure Budget Actual Projection Variance (Budget v Projection) £’mm £’m £’m £’m Expenditure (VDLF & Non VDLF) 32.161 27.720 32.654 (0.493) Income (VDLF & Non VDLF) (34.873) (26.108) (37.381) 2.508 Net Cost/Surplus (2.712) 1.611 (4.727) 2.015 2.2.9 As outlined above, cumulative budgeted expenditure of £32.161m has been approved by Fusion Asset’s Board, which will be met from budgeted income of £34.873m, a combination of VDLF grant, regeneration capital grant funding, City Deal funding, anticipated capital receipts and Fusion Assets own resources. 2.2.10 An overall surplus of £2.015m is currently projected, which is an increase of £1.734m (largely as a result of the sale of the LEP/York Road site) from what was previously reported. These are estimates reflecting current valuations of land transfers and receipts from onward sales, which may fluctuate, impacting the surplus projected. 2.2.11 As of 31 December 2025, net expenditure of £1.611m is reported, with a projected £4.934m of expenditure still to be incurred on pre-development and building works. Further receipts of £11.273m are still anticipated, mainly from the onward sale of developments, VDLF funding & City Deal funding. 2.2.12 Following the sale of the LEP/York Road site, the total development investment of the current portfolio is in the order of £50m, 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. Page 91 of 128
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Cash Flow Forecast to December 2027 2.2.13 Fusion Assets requires effective cash management to support its development programme therefore the cash position is closely monitored, with the cash balance as at 31 December 2025 totalling £6.649m. The cash flow forecast to December 2027 is shown in Appendix 4. 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 over the 24 month period is forecast at £3.198m in October 2027, with the cash balance forecast to be £3.200m by the end of December 2027. 2.3 ALEO Review Action Plan Update 2.3.1 The ALEO Review reported to Policy & Strategy Committee in March 2025 identified 17 areas for future development within Fusion Assets under 6 main themes which are: • Address Staffing and Knowledge Risks • Enhance Administrative and Operational Resource • Expansion of Service Offerings and Expertise • Align more closely with Strategic Objectives • Amend Articles of Association for Broader Objectives • Branding and Digital Presence 2.3.2 An action plan was developed in consultation with Fusion Assets to address the areas identified and recommendations from the ALEO Review. 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 in taking forward the actions is being reported regularly to the Fusion Assets’ Board, with the last report being presented on 10 March 2026. 2.3.3 The Enterprise and Fair Work Committee is responsible for overseeing the implementation of the action plan through its biannual performance monitoring reports. The progress against each of the actions is set out in Appendix 5 of this report with the following highlights noted: • Phase 1 of the Ravenscraig Industrial Site development funding through the Enabling Commercial Space programme has been fully approved securing £3.1m towards the development of the initial 2 industrial units • A new project manager post has been established and the successful candidate started work with Fusion Assets in January 2025 • New website has been developed and is ready to be launched to increase branding and digital presence 3. Measures of success 3.1 Fusion Assets measures of success are reflected in the level of physical regeneration works which they deliver together with economic outcomes achieved from investment made. Section 2.1 of this report set out the progress being made with each of the current live projects that Fusion Assets is taking forward. Appendix 1 provides further information on the outcomes achieved. Page 92 of 128
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3.2 For 2026/27 Fusion Asset’s targets and outcomes are as follows: • Secure funding and commence construction of the second phase of development (three units totalling 6,155 sqm) at Gartcosh Industrial Park through its joint venture company – Gartcosh Estates LLP. • Secure funding and commence construction at Condor Park, Eurocentral • Complete construction of phase 1 units at Ravenscraig Enterprise Park, and complete tender process for phase 2 of the site. • Complete enabling works on plot 4 at Gartcosh Industrial Park • Continue to implement the Action Plan in response to recommendations in the ALEO review reported to Policy & Strategy Committee in March 2025. 4. Supporting documentation Appendix 1 Performance Outcomes Appendix 2 Fusion Assets Limited - Overall Financial Standing as at 31st Dec 2025 Appendix 3 Fusion Assets Limited - Financial Performance as at 31st Dec 2025 Appendix 4 Fusion Assets Limited - Cashflow Forecast as at 31st Dec 2025 Appendix 5 Fusion Assets Limited – ALEO Review Action Plan (March 2026) Pamela Humphries Chief Officer (Place) Page 93 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 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 external sources to enable investment for the acquisition and redevelopment of vacant and derelict land sites. Fusion Assets Limited currently receives grants from through North Lanarkshire Council from the Scottish Government Vacant and Derelict Land Fund (VDLF) and the Glasgow City region Enabling Commercial Space Programme. Claims are submitted and processed on a quarterly basis to draw down these funds. 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? Page 94 of 128
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Grant agreements are being developed are in place between North Lanarkshire Council and Fusion Assets Limited for both the GCR Enabling Commercial Space Programme (Ravenscraig Phase 1) and VDLF 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? The work carried out by Fusion Assets contributes to the remediation of vacant and derelict land to bring it back into productive use. 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)? Page 95 of 128
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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 96 of 128
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Appendix 1 Fusion Assets Limited - Operational Performance and Outcomes Completed Developments Land remediated /improved Units New/relocated enterprises* Gross Jobs created** Total Cost Current/Final position Dundyvan Enterprise Park 1.25 Ha 14 units 4,088 sqm 13 119 £2,985,993 Investment sold in 2018 Western Campus, Bellshill 1.4 Ha 16 units 4,108 sqm 12 166 £4,209,915 Investment sold in October 2019 Enterprise House, Drumpellier Business Park 1.2 Ha office pavilion 790 sqm 4 53 £1,646,596 Offices are currently fully let and retained by the JV Gartcosh (Phase 1) 2 Ha 3 units 5,481 sqm 3 85 £5,541,621 Investment sold in April 2024 Link Park, Newhouse (plot 2A) 3.2 Ha 1 unit 4,645 sqm 1 50 £12,097,221 Building fully let and investment sold in June 2024 Lanarkshire Enterprise Park 1.3 Ha 3 units 3,809 sqm N/A N/A £2,117,000 Site sold in December 2025 Bellshill Main Street 0.16 Ha 18 residential N/A N/A £281,000 Site sold to Clyde Valley Housing for residential use * figures relate to enterprises at the time of sale and are not updated thereafter ** figures relate to jobs created by the date of the sale and are not updated thereafter Page 97 of 128
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Developments completed and Retained Land remediated /improved Units New/relocated Businesses* Gross Jobs created** Total Cost Current/Final position Link Park, Newhouse 2.6 Ha 3 units 4 163 £8,223,951 Fully let and retained by Fusion Assets Developments in progress Land remediated /improved Units New/relocated Businesses* Gross Jobs created** Total Cost Current/Final position Drumpellier Business Park 1.2 Ha 42 houses N/A N/A Remaining land - residential Gartcosh (Phase 2) 1.8 Ha 3 units 6,040 sqm Remediation and enabling works complete. Construction of units to start in 2026/27 subject to funding Gartcosh (phase 3) 2.5 Ha 4 units Remediation and enabling works complete Gartcosh (Phase 4) 1.19 Ha I unit Site investigation complete and remediation and enabling works started in 2025/26 Westfield Point, Cumbernauld (phase 1) 1.45 Ha 2 buildings 1,950 sqm Design works to be undertaken in 2026/27 and timescale for construction agreed Condor Park, Eurocentral 1.3 Ha 8 units 3,809 sqm Funding options for construction works being considered Ravenscraig Enterprise Park Plot 1 2.5 Ha 4 units Enabling Commercial Space funding for construction secured and phase 1 started on site Page 98 of 128
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Appendix 2 Fusion Assets Overall Financial Standing - Balance Sheet as at 31 December 2025 Balances/ Indicator as at 31 December 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 7,298 3,876 3,422 Work in progress Trade Debtors (72) 1,655 (1,728) Predominately due to VAT recoverable, deferred taxation, accrued income, prepayments - cr due to sale of York Rd site in Dec25 (Sales VAT) Bank 6,650 3,806 2,844 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 13,875 9,337 4,538 Current Liabilities: Trade Creditors 0 0 Other Creditors inc. VAT & other taxes (5,750) (6,058) 308 Deferred income (VDLF), accruals, tax (5,750) (6,058) 308 Net current Assets/(liabilities) 8,125 3,280 4,846 Creditors: Amounts falling due over 1 year (2,314) (2,314) 0 On target - deferred income (Boots) Net Asset / (Liabilities) 10,131 5,285 4,846 Page 99 of 128
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Appendix 3 Fusion Assets Limited Financial Performance as at 3tst December 2025 Income & expenditure 2024/25 Commentary Annual Budget Projected Outturn Variance Final Outturn £ £ £ £ Rental Income 319,598 293,823 (25,775) 303,813On target Misc Income 99,120 50,400 (48,720) 0On target Bank Interest 25,000 98,821 73,821 117,412Increase in bank interest due to level of cash balances, cashflows and use of high-interest account Investments 0 0 0 0On target Misc 0 0 0 710,768On target Total Income 443,718 443,044 (674) 1,131,992 Expenditure: Staff costs (271,745) (228,752) 42,993 (199,588) Realignment of project management budget to Employee costs with the recruitment of Project Manager post filled (vacant part-year) Board Costs (15,000) (15,000) 0 (15,000)On target Premises Costs (10,072) (10,583) (511) (10,594) Operating Costs (127,000) (77,000) 50,000 (86,480)Realignment of project management budget to Employee costs & underspend on professional fees Running Costs (17,000) (17,000) 0 (6,644)On target 0 0 0 0On target Total Expenditure (440,816) (348,334) 92,482 (318,305) Net Surplus/Deficit 2,901 94,709 91,808 813,687 2025/26 Page 100 of 128
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Appendix 4 0.000 1.000 2.000 3.000 4.000 5.000 6.000 7.000 8.000 9.000 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 Jul-27 Aug- 27 Sep- 27 Oct- 27 Nov- 27 Dec- 27 balance 6.649 6.774 7.708 7.284 6.520 5.744 4.774 4.398 3.658 4.054 4.516 3.861 3.201 3.303 3.341 3.304 3.407 3.408 3.410 3.324 3.325 3.326 3.198 3.199 3.200 Forecast Cash Balances to December 2027 Page 101 of 128
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Appendix 5 Fusion Assets – ALEO Review Action Plan (March 2026) 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 £3.1m secured through City Deal’s Enabling Commercial Space programme. A further £8.187m allocated to projects, subject to approval of full business case. Exploring opportunities through the UK Local Growth Fund 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 Following a review of the MMR model, it has been agreed that an alternative model of delivery will be sought. FA engaged with NLC and consultants in preparation of new Business & Industry Strategy. B&I Strategy background paper was presented to February 2026 EFW Committee. Final strategy and action plan to be presented later in 2026. 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 Project Manager appointed in January 2026 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. Complete Draft BCP to be presented to Fusion Assets Board 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 Microsoft Project planner software acquired along with Autocad LT and Acrobat Pro. Complete Page 102 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. 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 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. Discussions ongoing to clarify who relevant local stakeholders are to allow FA to broaden its network of contacts. B&I Strategy background paper was presented to February 2026 EFW Committee. Final strategy and action plan to be presented later in 2026. Identification of priority sites will follow. 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. Progress is reported to Report updated for May 2026 EFW Committee and grant process and Page 103 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 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 Places Programme of Work and FA Performance Monitoring Report to EFW Committee. (d) Per (c) and FA will be represented on Business and Industries sub-group of Transforming Places POW (e) Meeting to be arranged with NLP to discuss. legal agreements were updated for VDLF and Enabling Commercial Space Programme. FA Business Plan due to be updated in 2026. Business & Industry Group will further review performance management framework and monitoring arrangements to align with wider strategy. 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 New website launched at end of March 2026. Due to launch at end of May 2026 Page 104 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. Communications strategy to be prepared targeting Fusion Assets 20th anniversary in 2026. Freelance marketing resource to be retained for content creation, events and publicity /stakeholder engagement. Draft to be presented by September 2025 and completed by December Board meeting. Focus to be on 2026 – UKREiiF and 20th anniversary of FA being established. Page 105 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 15/05/26 Strategic Performance Framework - latest performance results for Employability From Alison Gordon, Chief Officer (Children, Families, Justice, and Integrated Practice) E-mail GordonAl@northlan.gov.uk Executive Summary Driving up the employment rate in North Lanarkshire is a cornerstone of The Plan for North Lanarkshire’s vision for inclusive growth and prosperity for all people and communities in our area. Providing an effective employability service is central to this and ensuring employability support is available to all is recognised as a major contributor to both local economic development and tackling poverty. Supporting unemployed and underemployed residents into fair and sustained employment and supporting all young people into a positive destination remain a priority within Education, Children and Families. The Strategic Performance Framework enables progress against strategic priorities and day to day operations to be regularly reported to service committees. This allows Elected Members to monitor, assess, and scrutinise performance to identify areas requiring improvement and inform future decision making. The report highlights the number of residents supported into employment in 2025/26 as well as detailing the current employability challenges and highlights within local communities. Alongside this, a range of annually measured indicators are available to offer context on performance across a range of indicators. Recommendations It is recommended that the Enterprise and Fair Work Committee: (1) Review the high-level performance overview presented in Appendix 1 and identify where further information is required to understand or investigate performance further. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Page 107 of 128
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1. Background 1.1 There are six inter-related strategic frameworks which are key to evaluating the success of The Plan for North Lanarkshire and assessing delivery towards achieving the overall vision by ensuring each stage is appropriately aligned, planned, guided, implemented, monitored, and governed. 1.2 The six frameworks focus on ensuring a corporate one council approach in respect of Policy, Governance, Performance, Self-Evaluation, Project Management, and Demonstrating Improved Outcomes for Communities. 1.3 The Strategic Performance Framework comprises performance measurement at three levels. This aims to collectively provide an overview of performance to help understand the impact of council activities on improving services and outcomes for the people and communities of North Lanarkshire. The measures in this Framework allow for day-to- day activities, and progress towards achieving the long-term vision set out in The Plan for North Lanarkshire, to be regularly monitored, reported, assessed, and scrutinised. 1.4 The Strategic Performance Framework is aligned to the Accounts Commission’ Statutory Direction which places a requirement on councils to ensure clear, balanced, and effective reporting on how well services are performing that includes (i) comparisons of performance over time and between councils, and (ii) shows how well local outcomes are being improved. For information, the council’s comparative performance in Local Government Benchmarking Framework (LGBF) indicators can be viewed through the Improvement Service’s online dashboard: https://www.improvementservice.org.uk/benchmarking/explore-the-data 1.5 A Performance Reporting Schedule supports the timely submission of a range of performance information to ensure fully informed review, reporting, scrutiny, and decision-making processes by Elected Members and senior management. This Schedule, endorsed by the Audit and Scrutiny Panel each year, includes Chief Officer’s individual Performance Reviews at Service Committees in line with the Strategic Performance Framework. 1.6 This report therefore presents the Enterprise and Fair Work Committee with the latest performance results for the Employability function within the Children, Families, Justice, and Integrated Practice service for Members’ further review and scrutiny. 2. Strategic Performance Framework Enterprise and Fair Work Committee responsibilities 2.1 In line with the terms of reference outlined in the Scheme of Administration, the Enterprise and Fair Work Committee is responsible for monitoring and reviewing performance information for the following Ambition Statements from The Plan for North Lanarkshire. 5. Grow and improve the sustainability and diversity of North Lanarkshire’s economy. 6. Raise attainment and skills for learning, life, and work to enhance opportunities and choices. 2.2 The high-level performance overview in Appendix 1 presents Members with a summary of the latest results for performance indicators relating to the services that sit within the remit of the Chief Officer (Children, Families, Justice, and Integrated Practice) in Page 108 of 128
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relation to Employability. 2.3 The information in Appendix 1 comprises the undernoted. Appendix 2 provides additional context in respect of the council’s approach to the measurement of indicators and setting of targets. • An ideal direction arrow - this indicates whether a higher or lower figure is the preferred direction of travel. • Measurement unit - for example whether the result is a %, a number, a unit cost (in £), or a ratio. • Performance results for the most recent financial years (depending on availability of data) along with the latest year’s target and corresponding RAG status (for indicators where it is appropriate to set targets). • The most recent quarterly results, along with the corresponding target and RAG status. Note the inclusion of this information is dependent on the measurement frequency of the indicator and availability of data as at the time of reporting. • A trend graph - this captures the direction of travel achieved over the years and includes the most recent monthly or quarterly results where available. • Comments - narrative summarising the current position and providing an explanation for any significant variations in performance. Where applicable, this narrative also highlights any internal or external factors impacting on service delivery as well as any residual effects of the pandemic, e.g. any increase or decrease in the volume of transactions or enquiries processed. Current context 2.4 The performance information presented in Appendix 1 should be considered within the context of the following: The North Lanarkshire labour market reflects the national job market in that, while recruitment has slowed in the last 12 months due to increased employer costs, unemployment has remained relatively low. Indeed, unemployment in North Lanarkshire has dipped below the Scottish average in a sustained way for the first time in the last 6 months and is a demonstration of the longer term and sustained improvements that have been taking place in our local labour market as a result of the general economy alongside the implementation of the Plan for North Lanarkshire with effective business and employability support and excellent education and inclusion services. In addition, the longer term increase in average earnings in the area has also contributed to the local economy. A very positive trend that has emerged in the last 12 months is a decrease in economic inactivity levels in our communities. This had been a real concern in the post-covid period when economic inactivity levels in North Lanarkshire were among the highest in Scotland. This trend in the last two years has seen North Lanarkshire move from moving among the top 3 highest areas for economic inactivity in Scotland in 2024 to now being 16th in Scotland, a significant improvement from 29.5% of the working age population in March 2024 to 22.9% in the latest figures available (Scotland is at 22.7%). This is due to significant decreases in the number of people citing long-term sickness A higher figure is better A lower figure is better Key to RAG status Green Performance is on target and/or within acceptable thresholds Red Performance does not meet target and is outwith acceptable thresholds Blue Performance surpasses the target and exceeds expectations Page 109 of 128
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or caring responsibilities as a barrier to work and coincides with an increase in the number of economically inactive residents who say they do want a job increasing as well. This is a very positive emerging trend in North Lanarkshire and employability programmes will continue to promote themselves to this group alongside those who are unemployed. The increasing polarisation between those in work who are seeing decent wage growth and some improvements in working hours and security and those out of work who are facing the increased cost of living on benefits continues to grow and makes the provision of employment to those not in work one of the key routes out of poverty. This polarisation around those in work and those out of the labour market reinforces the Council strategy of working in a voluntary and supportive manner with our residents who are unemployed or economically inactive and funding employability programmes which deliver support to address barriers around health, wellbeing, and money issues. These are provided alongside real vocational support in terms of training and work experience to match our residents with the job that suits them and their circumstances and include our area-based community engagement projects delivered through Routes to Work Ltd and our Working for Families programme, which offers support to parents on low incomes with a long term plan to get back to work. Cross service work which includes whole family support, housing and tackling poverty colleagues and other partners working together to support this group is now the norm for employability programmes. Recent performance highlights 2.5 North Lanarkshire Council funded employability programmes are benchmarked against others in Scotland as part of the Local Government Benchmarking Framework and in the latest snapshot for 2024/25 were third behind Eilean Siar and Fife Councils of all 32 local authorities in terms of supporting residents into employment. Alongside this in 2024/25 there has been an expansion and increase in reach of our Working for Families programme which aims to attract low-income parents and the number of parents supported has grown to become 66% of those supported. Alongside this, Council funded programmes are also supporting other priority groups such as people with long term health issues (27%) and 50% of those supported overall live in our 20% least prosperous datazones. 2.6 In terms of the work to close the disability employment gap in North Lanarkshire, the Supported Employment team continued to work with over 200 disabled people every year using their person-centred model of support, with consistently higher rates of employment sustainability at 6 months (79.4% in 2025/26) after job entry than mainstream programmes. Alongside their work with adults, they continue to deliver innovative support to young people with additional support needs leaving school and transitioning into the job market with a similar programme for care experienced young people. These programmes are innovative and engage employers in a meaningful way to employ young people with additional support needs or who have additional barriers to securing employment. Areas of performance requiring improvement 2.7 There are no areas of performance requiring improvement due to their RAG status but while the number of economically inactive residents, particularly those with long term health conditions, has decreased significantly it is an area that should have continued focus and investment to sustain the improvements. Alongside this, the participation of young people aged 16-24 in the labour market is always an area for emphasis given the importance of ensuring all young people have an opportunity to meet their potential Page 110 of 128
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and the scarring effects that long term unemployment can have on their prospects. Next steps 2.8 As noted in paragraph 1.5, the Strategic Performance Framework is supported by a Performance Reporting Schedule. This sets out the arrangements for service, statutory, and Strategic Performance Framework reporting to committee. In this respect the relevant Committee can expect to receive the following reports relating to Employability areas of work in 2026 to 2027. Report Description Committee Committee cycle for next report Routes to Work - performance and finance report Routes to Work, established in 2002, is a company limited by guarantee with charitable status which is wholly owned by the 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. Latest report in November 2025: link to report Enterprise and Fair Work Committee Cycle 2 and 4 in 2026 3. Measures of success 3.1 Measures of success include: • Regular oversight and monitoring of performance across the organisation to gain assurances in terms of governance and accountability. • Regular review and challenge processes to scrutinise the performance of the council to ensure effective use of resources and that resources are directed in accordance with agreed policy and according to priorities, while ensuring sound decision making and clear accountability for the use of resources in achieving improved outcomes for service users and the local community. • Performance monitoring, management, and reporting arrangements that support the demonstration of improved performance in local services and outcomes, and the delivery of Best Value. 4. Supporting documentation Appendix 1 High-level performance overview. Appendix 2 Note for information in respect of performance indicators and targets. Alison Gordon Chief Officer (Children, Families, Justice, and Integrated Practice) Page 111 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? 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 ☐ Page 112 of 128
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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? Monitoring and managing service performance supports the ongoing oversight of the service’s risk register. 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 113 of 128
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Appendix 1 Employability High-level performance overview - as at April 2026 Note, for the majority of the benchmarking indicators the most up to date data that is available nationally relates to 2024/25 (https://www.improvementservice.org.uk/benchmarking/explore-the-data) Positive destinations - % pupils leaving school and entering a positive destination CHN11 higher figure is better % 94.3 92.2 94.5 94.2 94.7 94.2 93.9 n/a; indicator for benchmarking purposes only n/a The latest results show that the proportion of pupils leaving school in NL and entering a positive destination is 93.9% - this equates to 3,384 leavers achieving a positive destination out of 3,605. While this indicator shows improvement from The Plan for North Lanarkshire baseline of 91.8%, the latest results are lower than the national average (95.7%) and the family group of similar councils (94.6%). Participation rate - % 16-19 year olds engaged with an organisation for the purposes of learning, training, or work CHN21 higher figure is better % 90.1 90.7 91.5 90.2 91.0 91.9 92.2 n/a; indicator for benchmarking purposes only n/a Latest results for 2024/25 show 92.2% of 16-19 year olds in North Lanarkshire are engaged in learning, training or work. This is an increase from previous years and is similar to the family group average of similar councils (92.8%), and just below the national average (93.3%). Employment support - % unemployed people assisted into work from council operated / funded employability programmes ECON1 higher figure is better % 25.3 21.6 12.9 35.0 20.4 21.9 23.7 n/a; indicator for benchmarking purposes only n/a Latest results show that 23.7% of people unemployed have been supported into work through a council operated or funded employability programme. This is higher than the previous two years as well as the national average of 14.2% and the average for the family group of similar councils (21.9%). NL has consistently remained in the top quartile out of all 32 councils in Scotland for this benchmarking indicator. Employment support - number of people supported into employment by the council Pi026 higher figure is better number 1,340 1,448 1,164 2,132 1,197 1,127 1,122 1,434 997 blue blue The results reflect an effective year for NLC funded employability providers, in particular Routes to Work Ltd. The figure of 1,434 is a significant increase on the previous year and due to a number of factors. One of these is the sustained and consistent level of external funding being invested in employability by the Council and UK and SG Governments. The second is a result of applying the lessons learned in the previous year of delivery of UKSPF and simplifying the delivery model but also focusing on job outcomes for those engaged. Employment support - % people obtaining / sustaining employment for 6 months or more Pi028 higher figure is better % 78.6 70.0 71.0 70.0 76.0 75.7 75.9 71.0 70.0 green green The consistently high levels of sustainment of those supported into employment remain a reflection of the investment in support to those residents who enter employment for up to 6 months after they start a job. trend commentsIndicator id ideal direction unit of measurem ent 2018/19 2022/232019/20 2020/21 2025/26 target 2025/26 RAG status2021/22 2023/24 2024/25 2025/26 80.0 85.0 90.0 95.0 100.0 18/19 19/20 20/21 21/22 22/23 23/24 24/25 80.0 85.0 90.0 95.0 100.0 18/19 19/20 20/21 21/22 22/23 23/24 24/25 0.0 20.0 40.0 60.0 18/19 19/20 20/21 21/22 22/23 23/24 24/25 0 500 1,000 1,500 2,000 2,500 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 0.0 20.0 40.0 60.0 80.0 100.0 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 Page 114 of 128
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Employment support - % people, with support needs, sustaining employment for 6 months or more Pi027 higher figure is better % 78.9 70.0 71.0 70.0 76.0 75.0 76.0 71.0 70.0 green green A significant proportion of those supported by council employability programmes identify need additional support for a range of reasons with the most common being lack of work experience, health issues (both physical and mental) and a lack of recent qualifications. Sustain ment levels are high and reflect the broader programme levels. Supported enterprise service - % of people with supported needs or barriers who successfully obtained and sustained employment for 6 months or more Pi029 higher figure is better % 84.6 85.1 89.1 86.9 74.2 89.3 81.8 79.4 70.0 blue blue This indicator shows the continued effectiveness of the Supported Enterprise Service and NL Industries in assisting people with additional support needs and barriers to employment into work. It demonstrates how effective the supported employment process is in job matching and delivering in work support to help job retention, i.e. from the outset in supported employment there is a high investment of time and resource into making sure the job is the right one for the circumstances. Living wage - % of people (age 18+) in employment earning less than the real living wage ECON7 lower figure is better % 20.5 19.3 15.8 14.9 8.8 11.4 11.4 n/a; indicator for benchmarking purposes only n/a This indicator measures the percentage of people in employment (age 18+) earning less than the real living wage. It's based on a 1% sample of the PAYE system which is undertaken by the Office of National Statistics. Figures are workplace based, so include all those that work in the council area regardless of where they live. The latest results for this indicator show that 11.4% of people (age 18+) in employment in North Lanarkshire are earning less than the real living wage. This is similar to the national average (11.3%), and lower than the average for the family group of similar councils (12.4%). Out of work benefits - claimant count as a % of working age population ECON12a lower figure is better % 3.9 3.7 6.5 4.0 3.5 3.4 3.2 n/a; indicator for benchmarking purposes only n/a Latest figures show the overall claimant count in NL is 3.2% in 2024/25 - a steady decline over the years affected by the pandemic and not just a return to pre-pandemic levels, but lower than this time. This is a similar position to the national average (3.1%) and the average for the family group of similar councils (3.2%). Out of work benefits - claimant count as a % of the population aged 16 to 24 ECON12b lower figure is better % 4.7 4.6 8.1 4.3 4.2 4.1 4.0 n/a; indicator for benchmarking purposes only n/a Latest figures show the overall claimant count in NL is 4% in 2024/25 - a steady decline over the years affected by the pandemic and not just a return to pre-pandemic levels, but lower than this time. This is higher than the national average (3.3%) but lower than the average for the family group of similar councils (4.2%). trend commentsIndicator id ideal direction unit of measurem ent 2018/19 2022/232019/20 2020/21 2025/26 target 2025/26 RAG status2021/22 2023/24 2024/25 2025/26 0.0 20.0 40.0 60.0 80.0 100.0 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 0.0 20.0 40.0 60.0 80.0 100.0 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 0.0 2.0 4.0 6.0 8.0 10.0 18/19 19/20 20/21 21/22 22/23 23/24 24/25 0.0 2.0 4.0 6.0 8.0 10.0 12.0 18/19 19/20 20/21 21/22 22/23 23/24 24/25 0.0 5.0 10.0 15.0 20.0 25.0 30.0 18/19 19/20 20/21 21/22 22/23 23/24 24/25 Page 115 of 128
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Appendix 2 Note for information in respect of performance indicators and targets It should be noted that the nature of particular areas of service being measured in order to assess and manage performance do not always lend themselves to a traditional approach to either measuring performance or setting targets, for example: • Some indicators (and targets) are required to monitor performance against a commitment or minimum standard the council has made in advance to achieve a stated level of performance when delivering a service. • Some indicators (and targets) are required to assess compliance with legislative requirements. • Some targets represent the level of performance that the council aims to achieve from a particular activity in either the short, medium, or long- term. • Some indicators are needed to help present a complete picture of performance in the round, as a single performance indicator used in isolation rarely tells the whole performance story and a range of indicators are required to reflect the economic, efficient, and effective aspects of demonstrating best value. • Some indicators and targets can help to support accountability to the public in terms of demonstrating best value and an efficient and effective approach to the delivery of services. • Some indicators are monitored to ensure the council complies with specific requirements, such as information governance or health and safety. • Some indicators are monitored to provide added context in order to help interpret performance results or supplement other existing measures. Information such as this can be critical to enhance knowledge and decision making in terms of demand to help determine priorities and allocate resources. • For some indicators it is not appropriate to set targets as it is the trend in the data (i.e. the direction of travel) that provides more meaningful information to allow for an assessment in relation to whether performance has improved. • Some indicators are national benchmarking indicators where their purpose is to allow for comparisons with other councils and the national average. These benchmarks are, in essence, can openers designed to focus questions on why variations in cost and performance are occurring between similar councils. • Some indicators are proxy measures, particularly in the case of measuring outcomes, as without directly measurable data for a desired outcome the only alternative is to use a proxy that is an indirect measure of the desired outcome but which is itself strongly correlated to that outcome. 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: RAI S Detailed Design Date: 15 May 2026 Contract Award for Ravenscraig Access Infrastructure South Detailed Design From Pamela Humphries, Chief Officer (Place) E-mail Lyndsay Noble, noblely@northlan.gov.uk Executive Summary In accordance with the council’s General Contract Standing Orders (GCSOs), the Committee is asked to acknowledge the award of a contract for Detailed Design work for Ravenscraig Access Infrastructure South RIAS) (the ‘Agreement’) following the undertaking of a procurement procedure as detailed within this report below. Given the value of the Agreement, permission to award out with the committee approval was sought in accordance with GCSO 21.3.2 as the requirements within the Agreement are critical to maintaining the Ravenscraig programme, managing project costs and coordination with other planned works by the council on the road network and in the Motherwell area. Approval to award in accordance with GCSO 21.3.2 was received from the Depute Chief Executive on 20 February 2026 and the Agreement was formally awarded on 27 February 2026. Recommendations It is recommended that the Enterprise and Fair Work Committee: (1) Acknowledges the award of the Agreement to AtkinsRéalis PPS Limited (the “Contractor”) at the maximum value of Eight Hundred and Eighty Nine Thousand, Eight Hundred and four Pounds Sterling and 98 Pence (£889,804.98) exclusive of VAT across the Agreements full term which is made up of a period of nine months that commenced on 02 March 2026. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition Statement (5) Grow and improve the sustainability and diversity of North Lanarkshire's economy Programme of Work Transforming Places Page 117 of 128
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1. Background 1.1 The Ravenscraig Access Infrastructure South (RAIS) Project, forms part of the council’s City Deal Programme, critically supporting the regeneration and redevelopment of Ravenscraig. The infrastructure works create the road and public transport network required to support the regeneration of the site and the development of a further 3,300 homes (in addition to the 900 already completed or under construction/approved) alongside over 160,000 square metres of civic/community, office, retail, and employment development. 1.2 The Ravenscraig Access Infrastructure South (RAIS) Project is one of two strategic projects being delivered as part of the Pan Lanarkshire Transport Corridor. The Corridor will provide a strategic north-south route between the M74 in the south to the M80 in the north. East Airdrie Link Road forms the northern section of the Pan Lanarkshire Transport Corridor. 1.3 The council wishes to appoint a multi-disciplinary project team to carry out further detailed design building on the Value Engineering Review that was carried out by AtkinsRéalis UK Limited for the project which identified opportunities to reduce costs, enhance functionality, inform delivery phases, and improve constructability. 1.4 The main requirements for the agreement are detailed in the Scope of Service with the following high-level services being required: • Project Management. • Design Management. • Health and Safety Management, including acting as the Principal Designer under the CDM Regulations 2015. • Risk Management, including Designers Risk Assessments, Risk Register – building on those identified as part of the preliminary design. • A detailed Phased Construction Strategy and Delivery Programme. • Detailed cost estimates to be updated quarterly during the development of the detailed design. • Carbon Management Plan further developed from the Value Engineering Review. • Roads design and associated disciplines, including traffic engineering, geotechnical/ geoenvironmental engineering, noise and air quality, pavement design, structures, utilities, surface water drainage, and road lighting. • Identification of refresh or additional surveys or ground investigations to inform design and construction phasing - provisional sums have been included for this activity. • Preparation and implementation of a Stakeholder Management Plan. Stakeholder consultation including both statutory and non-statutory within the scope of the detailed design stage. • Engage with Network Rail to manage the interface with the West Coast Mainline Crossing. • Providing planning advice to the NLC RAIS Project Manager under the current planning consent and, where relevant, prepare documentation to discharge any relevant planning conditions under the existing planning consent. • Road Safety Audits – Stage 1 and Stage 2. 1.5 The key objectives will be to develop a detailed design that can in time be tendered to deliver the main works for the Ravenscraig Access Infrastructure to unlock the development potential at Ravenscraig. In addition to minimise disruption to residents, businesses, and commuters during construction; and help the council to identify opportunities to facilitate development opportunities within Motherwell and Ravenscraig taking full cognisance of the recent transport corridor work by the council’s Infrastructure and Transportation team. Page 118 of 128
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1.6 The procurement procedure was undertaken as a “Direct Award” from the City of Edinburgh Consultancy Framework Agreement (the “Framework Agreement”) with Lot 11 Multidiscipline Design Team Services being specifically used. 1.7 Following the justification detailed and approved within the associated contract strategy document, the Direct Award procedure was considered to demonstrate Best Value as AtkinsRéalis UK PPS Limited has detailed pre-existing knowledge of the Agreement requirements and NLC’s road network and importantly, wider current local network knowledge relating specifically to design work on adjacent roads under recent contracts with Infrastructure and Transportation. 1.8 This will ensure project efficiency and advantage and allows for effective deployment of directly related experience, skills and expertise from a multidisciplinary team who carried out the Value Engineering Review and completed design work on the immediate road network. This offers greater certainty of programme management and design interface. Importantly, the outcomes of the recent Value Engineering Review and work packages carried out by AtkinsRéalis UK Limited for Infrastructure and Transportation require to be fully integrated into the RIA S Detail Design. 1.9 Knowledge and direct access to the data, design parameters and appraisal work generated from the areas of work above will allow for a seamless transfer of information and understanding. These packages of works have significantly improved and advanced the council’s understanding and further developed the requirements that RAIS needs to consider. This will ensure the council can deliver and maximise the outputs and outcomes as approved in the Outline Business Case for Ravenscraig Infrastructure. 1.10 The Agreement will be funded by the Council’s City Deal Funding which comprises funding from UK and Scottish Government and North Lanarkshire Council. This agreement is essential to progress the delivery of the road infrastructure to enable the continued regeneration of Ravenscraig. The previous RAIS Value Engineering Commission carried out by AtkinsRéalis supports this agreement and the understanding and approach applied during this work will maximise the outputs and outcomes from the Detailed Design agreement. 1.11 Whilst the council has procured similar requirements in the past, the requirements specific to this Agreement have never been contracted before by the council on this scale. 1.12 To enable appropriate development and execution of the procedure required to form the Agreement, a panel of technical 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 12 January 2026. 2. Report 2.1 The procurement procedure was undertaken as a “Direct Award”. A Direct Award is a procurement procedure where an overarching framework agreement allows the council to directly engage and contract with an appointed contractor that has already went through a full competitive procurement procedure in a more efficient manner as per the framework agreements terms and conditions. Page 119 of 128
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2.2 Within the associated Contract Strategy for the Agreement, the overarching framework agreement and determination of whether Best Value was achievable via the Direct Award procurement, the recommended Contractor was identified, engaged and issued an invitation to tender to formalise the Agreement. 2.3 The tender received from the recommended Contractor underwent appropriate appraisal to ensure it was complete / compliant with the council’s requirements and demonstrated Best Value. 2.4 Appendix 1 provides a summary of the procurement procedure undertaken including the key considerations and outcomes. Financial / Budget Consideration 2.5 The pre-tender whole life estimate budget for the Agreement was £920,000.00 The costs associated with delivery of the Agreement will be contained within the council’s City Deal budget which combines funding from UK and Scottish Governments and North Lanarkshire Council for the City Deal and Regeneration team within Place. 2.6 The pre-tender whole life estimate was £920,000.00. Following the procurement process, the contract, subject to approval, totals £889,804.98. This presents a £30,195.02 reduction and alleviates the burden on the overall project budget. This award value also includes provisional sums which may not be required. Price Stability 2.7 The pricing mechanism is a Fixed Priced Contract with an agreed Scope of Services and an associated Activity Schedule offering a good level of cost certainty. Community Benefits 2.8 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 Within their tender, the recommended Contractor committed to deliver community benefits as detailed within Appendix 1 of this report: 2.10 The community benefits committed as part of the Agreement does not include the creation of jobs or apprenticeships. Fair Work First and Payment of the Living Wage 2.11 Within their tender submission to obtain appointment to the overarching framework agreement the recommended Contractor intimated that they would commit to the following areas of the Scottish Governments “Fair Work First” initiative: • Within their tender submission, AtkinsRéalis PPS Limited confirmed that they will comply with the CEC Framework Fair Work Practices, the principles of the Scottish Page 120 of 128
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Government’s Fair Work First Initiative and will be applied to all staff involved in the delivery of the contract. 2.12 Further information on the Living Wage status of the recommended Contractor is detailed in Appendix 1. Contract Management 2.13 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 3.1 The Agreement will deliver the following outcomes; • Detailed Design for RAIS • A detailed Phased Construction Strategy and Delivery Programme • Detailed cost estimates • Carbon Management Plan further developed from the Value Engineering Review • Stakeholder Management Plan. • Road Safety Audits – Stage 1 and Stage 2. 3.2 Best Value will be demonstrated as outlined in Appendix 1; 3.3 The Agreement is essential to facilitate the delivery of strategic road infrastructure to enable forming an important part of the Pan Lanarkshire Transport Corridor and will significantly improve north and south connectivity facilitating the realisation of associated economic benefits. Critically, it removes the infrastructure barriers to the redevelopment of the former Ravenscraig site. 4. Supporting documents Appendix 1 Summary of Procurement Procedure Pamela Humphries Chief Officer (Place) Page 121 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? The Glasgow City Region Cabinet has agreed that Inclusive Growth is to be fully embedded within the GCR City Deal programme delivery and that it is also committed to supporting the delivery of the Fairer Scotland Action Plan. The Outline Business Case/Full Business Case for the Project ensures it meets the duties of the Fairer Scotland Action Plan. An Equality Impact Assessment has been undertaken for the Project and will remain under development as the RAIS Project progresses. The review and relevant design work generated by the Value Engineering Review will be built on by the Detailed Design work to ensure the Equality Impact Assessment is fully considered particularly around access for pedestrians. Identified user groups within the Equality Impact Assessment will aid in informing and confirming the design work as part of the Agreement to support access for all. 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 costs of the agreement will be fully met by the approved budget for the Ravenscraig Access Infrastructure South Project as part of the NLC City Deal Programme. The Project has an approved Outline Business Case. The financial implications of the City Deal Programme will be considered within the council’s Long-term Financial Plan. To date budgetary implications over the next 5 years have been approved by the Policy and Strategy Committee. 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 122 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? 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? All infrastructure projects developed by the council as part of the GCR City Deal will be subject to relevant environmental and sustainability appraisal and as part of the design process and relevant statutory and technical approvals and related procurement. Furthermore, to adhere with HM Treasury Greenbook best practice, each iteration of the RAI S project business case seeking GCR City Deal funding (for RAIS – Full Business Case) will include a review of the sustainability considerations, this will include carbon management, involving categorisation, assessment and mitigation. Carbon categorisation has been undertaken for RAI S and is reported to the GCR through quarterly Project Status Reports. Carbon Management was integrated into the Value Engineering Review and the development of this through Detailed design will ensure a robust Carbon Management approach in line with GCR and Scottish Government Guidance. Page 123 of 128
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The consultant will be required to comply with the Councils and GCR City Deal policies, including the Scottish Government’ current guidance for Scottish City Region and Regional Growth Deals – Carbon Management guidance for Projects and Programmes. 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 RIA S project team will engage with corporate communications on carrying out any public consultation on the detailed design and on wider RIAS project matters. Any communications with members or local communities will be carried out by the project team and supported by Corporate Communications. The City Deal and Regeneration Manager has regular communication meetings with the corporate communications team for the City Deal programme. It should be noted that much of the communication on the RIA S will be on the wider project and not solely focused on the technical requirements of this agreement. 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 assessment has been carried out for the delivery of this Agreement and recorded as part of the approved Contract Strategy. In addition, a RAIS Project risk register has been developed for the whole project in line with the Glasgow City Region Assurance Framework and associated Project Management Framework. The key risk highlighted is risk to the City Deal Funding if the Agreement is not in put in place or not put in place in a timely manner as it will have a significant impact on the ability to deliver the project. The time saving is of particular importance to the externally funded city deal programme and associated funding approvals. 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 ☒ Page 124 of 128
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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-SLP-25-092 Title Ravenscraig South Access Infrastructure – Detailed Design Classification Services - Standard Responsible Chief Officer and Position Pamela Humphries, Chief Officer, Place Competition Governance by Value Overarching Framework Agreements terms and condition in accordance with the Councils General Contract Standing Orders Route to Market Direct Award from a Third-Party Framework Agreement Framework Agreement Title, Ref and Lot Info City of Edinburgh Consultancy Framework, Lot 11 Multidiscipline Design Team Services Interest No. of Lot / Framework Agreement Appointments 11 Date ITT Package Issued (If Applicable) 14 January 2026 Direct Award Basis Best Value Assessment of Framework Contractors in Accordance with the Framework Agreement How Has “Best Value” Been Demonstrated? • A single consultant driving the delivery of this project along with the above will ensure that there is a seamless interface, significantly reducing the risk of abortive design and any associated delays to programme that could potentially lead to increased costs. • A detailed knowledge and understanding from the Value Engineering Review and Infrastructure and Transportation work packages taking a full corridor approach can be adopted integrating the proposed RAIS new road infrastructure into the wider Motherwell Road network maximises the opportunities for roads design and maintenance solutions to be achieved, creating efficiencies not only within this commission but also enhances the opportunities for efficiencies in design and management along the whole corridor and wider area. • The proposed direct award offers time and resource savings in procurement and programme management within the council. • The time saving is of particular importance to the externally funded city deal programme and associated funding approvals. • The time saving is of significant benefit regarding enabling existing surveys and design work to be deemed relevant and allow for critical review in light of the more recent studies along the corridor which Page 126 of 128
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will reduce the need for repeating requirements unnecessarily and limit duplication and consequently minimise any additional cost implications. • This robust process will derisk the project and provide the council with greater cost and programme certainty. ▪ Knowledge and direct access to the data, design parameters and appraisal work generated from the series of work packages will allow for a seamless transfer of information and understanding. ▪ The pre-tender whole life estimate was £920,000.00. Following the procurement process, the contract, subject to approval, totals £889,804.98. This presents a £30,195.02 reduction and elevates the burden on the overall project budget. This award value also includes provisional sums which may not be required. See RAIS Contract Strategy for full details. Additional Comments / Award Details General Overview Total / Maximum Value £889,804.98 Contract Duration (Months) 8 months Contractor Registered Name(s) AtkinsRealis PPS Limited Contractor Overview Registered Local Authority Area Glasgow Contractor(s) Size Medium Living Wage Paying the Living Wage Yes Living Wage Accredited Yes Overview of Community Benefits Mandatory community benefits have been identified that are proportionate to the contract and will form part of the contractual obligations and be in line with Glasow City Region Sustainable Procurement Strategy and buyers guide as confirmed by City of Edinburgh Council. The outcomes will consist of: - • 4 Work Experience placements, • 1 careers event and • £2000 financial contribution to a local community group. Additional Comments Community Benefits will be managed and monitored by the City Deal and Regeneration team in line with the Glasgow City Region Procurement Strategy and Community Benefits approach. Page 127 of 128
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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 ☐ Financial Impact ☒ Legal Impact ☐ Technology / Digital Impact ☒ Comms impact ☒ Armed Forces Covenant Duty ☐ Page 128 of 128