Agenda Document Pack - Enterprise and Fair Work Committee - 21/08/2026
North Lanarkshire Council · 21 August 2026
Back to Enterprise and Fair Work Committee — 21 August 2026 and its agenda
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12 August 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, 21 August 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, A Masterton, B McCulloch, M McPake, L Nolan, D Robb, G Robinson, W Shields, R Sullivan. Page 1 of 110
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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 Visitor Levy and Visitor Strategy Update Submit report by the Chief Office (Place) summarising tourism development activity in line with the Council's 2022/26 Tourism Strategy, including UK Shared Prosperity funded projects. 17 - 26 4 Economic Regeneration Delivery Plan and Performance Framework – Annual Progress Report Submit report by the Chief Officer (Place) providing an update on progress made towards the implementation and delivery of North Lanarkshire's Economic Regeneration Delivery Plan (ERDP) and associated Action Plan. 27 - 80 Performance 5 Business Gateway Lanarkshire - Performance Report 2025/26 Submit report by the Chief Officer (Place) providing an update on the performance of the Business Gateway Lanarkshire service from 1 April 2025 to 31 March 2026. 81 - 94 Contracts 6 Braidhurst Industrial Estate – Contract Variation Submit report by the Chief Officer (Place) advising of the Braidhurst Industrial Estate contract spend. 95 - 102 Page 3 of 110
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7 Re-appointment of Category B Directors - Routes to Work Ltd Submit report by the Chief Social Work Officer (Education, Families, Justice & Integrated Practice) seeking approval for the re-appointment of four Category B directors to Routes to Work Limited. 103 - 110 Page 4 of 110
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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 21/08/26 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) Agree to the submission of the Enabling Commercial Spaces Ravenscraig Phase 2 Full Business Case (FBC) to the Glasgow City Region for approval. (3) Approve the use of the £3,496,000 Local Growth Fund allocation to the Enabling Commercial Spaces Programme for development of industrial units at Condor Park, Eurocentral. 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 Item 2 Page 5 of 110
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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 EALR Project has been developing at pace with 2 planning applications – section one (Towers Road link) and full scheme – both now submitted in January and June respectively. Section one planning determination is currently anticipated in September 2026. 2.1.2 In May, to maintain momentum with the EALR programme, NHS Lanarkshire appointed Atkins Realis Ltd to prepare the specimen design for Section 1 of the EALR in May 2026. The council, subject to approval, will progress the specimen design for the remainder of the Scheme over 2026/27. The council’s procurement for the specimen design is nearing conclusion, and it is anticipated Page 6 of 110
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that the contract award to the successful consultant will be approved by the Depute Chief Executive under General Contract Standing Orders (21.3.2) and reported to Committee in November for noting. 2.1.3 The opportunity for section one of the EALR to be taken forward as a first phase of work could still exist and subject to further project review a Full Business Case (FBC) for section one would be submitted to the Glasgow City Region for approval following agreement by Committee. 2.1.4 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. There may be opportunity, where feasible, for sectional completion of the full scheme, allowing a further section to become operational during this period. 2.1.5 As Committee is aware, NHS Lanarkshire’s Monklands Replacement Hospital Full Business Case (FBC) was not approved by the Scottish Government. The council has been seeking clarification from the Scottish Government and NHS Lanarkshire with regards to the status of the Monklands Replacement Hospital. Currently, NHS Lanarkshire are advising that they will work closely with the Scottish Government to progress a new hospital for Lanarkshire in a way that is deliverable, affordable and provides best value for patients. 2.1.6 The EALR project team are examining the impact of the Scottish Government announcement on the EALR project. The project team will work with NHS Lanarkshire to understand the proposed ‘reset’ and redesign phase for the proposed hospital whereby the revised hospital options are expected to go to Scottish Ministers in 2027. Members will be kept informed regarding the potential implications for the delivery of the EALR as soon as further information is available. 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 Taking the RAIS project forward, as reported previously, a series of enabling works will take place over 2026 and early 2027 comprising accommodation works, service diversions and land remediation within Ravenscraig. As these enabling works progress, 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 2026/27. 2.2.3 As previously reported, 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 Page 7 of 110
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amendment to the programme previously reported also accommodates an opportunity to bring part of the Airbles Road Improvement works forward in the programme commencing enabling works during 2026/27. 2.2.4 It is proposed that a members’ briefing will take place over September 2026 to bring members up to date with the project. 2.3 A8/M8 Corridor – Eurocentral Strategic Active Travel 2.3.1 The Project will provide 10km of Strategic Active Travel Links, connecting Eurocentral/Maxim Office Park/Newhouse and Mossend to surrounding local communities and local rail stations. These routes are designated as Strategic Network Routes within the North Lanarkshire Active Travel Strategy. 2.3.2 In May, 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. To reduce risk, separate tenders for each phase will now be issued. 2.3.3 The Phase 1 (Holytown to Eurocental) tender has now been published and subject to a successful tender outcome and securing all necessary approvals, it is planned to commence work on site at Holytown in late 2026. A comparison between the cost, deliverability and benefits of Phase 2 and Phase 3 will be undertaken in spring 2027, 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, the 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 November for noting. 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. Page 8 of 110
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2.4.3 Phase 1 Ravenscraig ECSP Full Business Case (FBC) was submitted in December 2025 (following agreement 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 and is currently on site, progressing well and is anticipated to be complete by October 26. 2.4.4 Ravenscraig Phase 2 comprises a further 2 industrial units extending to 32,920 sq ft. The design team have completed the detail design, and the building warrant is submitted allowing a FBC to be prepared to secure the City Deal Funding. Phase 2 has an anticipated works commencement at the beginning of 2027 with a completion date prior to the end of that year. The second phase has secured VDLF of £500,000 to further extend the Enabling Commercial Spaces overall project, maximising external funding. 2.4.5 It is proposed to submit the Ravenscraig Phase 2 FBC to the GCR Project Management Office for evaluation and approval in line with the dates set out for 2026. Committee is therefore asked to agree to the submission of the FBC which will reflect the above scope, timescales and estimated works value of up to £4.7m. It is proposed that circa £4.2m of the remaining £8.23m of City Deal Funding is allocated to Ravenscraig phase 2 and supplemented by £500,000 of VDLF grant (as previously approved). 2.4.6 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. 2.4.7 Glasgow City Region Cabinet approved the Local Growth Fund (LGF) Investment Plan at its meeting in May 2026. This included additional funding of £20m for the Enabling Commercial Space Programme (ECSP) over a 3 year period April 2027 to March 2029, based on significant expressions of interest from the 8 member authorities to invest in further employment land development. North Lanarkshire has been allocated £3,496,000 from the LGF Enabling Commercial Spaces Programme and it is proposed that this is used to take forward the development and construction of industrial units at Condor Park at Eurocentral by Fusion Assets. 2.4.8 Approval is therefore being sought from Committee for the £3,496,000 allocation from the LGF Enabling Commercial Spaces Programme for development at Condor Park, Eurocentral by Fusion Assets. The 1.3 hectare site already has planning approval for the construction of a multi-let industrial scheme consisting of 8 units totalling 3,744 sqm and has match funding of £300,000 in place from the vacant and derelict land fund for 26/27. Page 9 of 110
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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 – December 2027 to February 2029 • Eurocentral Strategic Active Travel – October 2026 – June 2028 (delivered in phases) Enabling Commercial Spaces: • Ravenscraig phase 1 – February 2026 to October 2026 • Ravenscraig Phase 2 – January 27 to October 27 • Westfield Point, Cumbernauld – September 2027 to August 2028 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. 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. Page 10 of 110
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4. Supporting documentation 4.1 No Supporting Documents. Pamela Humphries Chief Officer (Place) Page 11 of 110
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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. Subject to Committee Approval the Enabling Commercial Places total will increase by £3,960,000. This will be funded by the Local Growth Fund allocation to 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 12 of 110
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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 13 of 110
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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 14 of 110
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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 15 of 110
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North Lanarkshire Council Report Enterprise and Fair Work Committee Does this report require to be approved? ☐ Yes ☒ No Ref PH/CB Date 21/08/26 Visitor Levy and Visitor Strategy Update From Pamela Humphries, Chief Officer (Place) E-mail Caroline Brown, browncar@northlan.gov.uk Executive Summary The Visitor Levy (Scotland) Act 2024 gives local authorities the power to introduce a levy on overnight accommodation, with revenue re-invested in local services and tourism infrastructure. With the Council’s 2022-26 Tourism Strategy due for renewal this year, consideration of a visitor levy for North Lanarkshire provides opportunity to develop a new Visitor Strategy alongside a levy framework, to determine whether to proceed to public consultation. This report summarises tourism development activity delivered to date in line with the Council’s 2022-26 Tourism Strategy, including UK Shared Prosperity funded projects. It also sets out a recommended approach for considering a visitor levy by twin tracking the shift to a new 10-year Visitor Strategy along with the development of a Visitor Levy Framework for consultation. The Visitor Levy offers potential benefits, including sustainable funding for destination development, but requires careful design to avoid negative impacts on competitiveness and visitor demand. Recommendations It is recommended that the Enterprise and Fair Work Committee: (1) Acknowledge progress of the North Lanarkshire Council Tourism Strategy and Action Plan 2022 – 2026 and related UK Shared Prosperity Fund Outcomes (2) Endorse the twin tracked approach to the development of a 10-Year Visitor Strategy and Visitor Levy Framework for consultation. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (21) Continue to identify and access opportunities to leverage additional resources to support our ambitions Programme of Work Statutory / corporate / service requirement Item 3 Page 17 of 110
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1. Background 1.1 North Lanarkshire Council’s Tourism Strategy and Action Plan 2022–2026 was approved at Enterprise and Growth Committee on 3 Feb 2021. The Strategy aims to make the area a sustainable and accessible destination that offers authentic experiences and good value. The strategy supports the Plan for North Lanarkshire and focuses on three key themes: Business, People & Skills and Place. It also encourages collaboration with partners such as VisitScotland and supports the area marketing brand, Visit Lanarkshire, to deliver marketing campaigns and improve the visitor experience. Visit Lanarkshire is an initiative funded by both North and South Lanarkshire Councils. 1.2 The Visitor Levy (Scotland) Act 2024 gives local authorities the power to introduce a levy on overnight accommodation, with funds reinvested into services and infrastructure that benefit visitors and communities. The Act was passed by the Scottish Parliament in May 2024 and received Royal Assent in July 2024 granting Councils the legal authority to introduce a levy. The amount of the levy, either fixed or percentage rate, would be part of the full public consultation. Previous consultations from other Local Authorities have included a range of options from 5% to 7%, and options for exemptions and offsetting of costs for accommodation providers. Local Authorities must conduct a formal 12-week consultation, followed by an 18-month implementation period prior to introducing a visitor levy. The consultation can be longer than 12 weeks if required. 1.3 At the request of the Council’s Finance and Resources Committee in September 2024, an established Visitor Levy Working Group has continued to investigate the potential for introducing a Visitor Levy within North Lanarkshire. The working group, consisting of cross service officer representation, has considered the potential impact of introducing a levy, including soft engagement with the business community and learning from the early launches of other local authorities; as well as considering the cost implications of set up, administration and monitoring of a levy scheme versus the likely revenue to be generated. The Finance and Resources Committee of 10 September 2025 noted that a recommendation on how a potential Visitor Levy would proceed will be reported to a future meeting of the Policy and Strategy Committee. 2. Report 2.1 North Lanarkshire Tourism Strategy and Action Plan (2022 – 2026) The Strategy identified 3 priority themes to support the vision, recovery and growth of North Lanarkshire’s Tourism sector. These captured the main opportunities and challenges faced by the sector locally and included: • Priority 1 – Business • Priority 2 – People and Skills • Priority 3 – Place A detailed Action Plan sets out how outcomes against each of these priority themes would be progressed and which partners would be involved in delivering against each action. Section 4 of this report provides a link to the Tourism Strategy and Action Plan. 2.2 The approved UK Shared Prosperity Fund Investment Plan for North Lanarkshire provided funding through two interventions to support the marketing, promotion and development of the tourism sector in North Lanarkshire. A total of £310,000 was allocated to these activities from April 2023 up to 31st March 2026 and included: Page 18 of 110
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• £160,000 to provide support for local tourism marketing to increase visitors and support employment in the sector. • £150,000 to deliver a challenge fund in 2024/25 to support the development of tourism facilities in North Lanarkshire. 2.3 Priority Themes: 2.3.1 Tourism Strategy actions have been subject to ongoing monitoring and a full outcome report detailing what has been delivered between 2022-26 will be available in Spring 2027. Highlights reported so far include: Priority 1 – Business Aim: We will build business resilience, sustainability and profitability 2.3.2 The baseline of tourism businesses in North Lanarkshire has been updated, in large part due to the implementation of the short term lets legislation. This tells us that in North Lanarkshire: • 30 Hotels are operational with some planned expansions • 286 Bed and Breakfast/Self-catering units recorded (up from 19) • 3 Campsites are operational • 37 Visitor attractions exist (including 6 parks and gardens) 2.3.3 The Business Gateway Lanarkshire service engaged with and supported 51 new start and existing tourism businesses in North Lanarkshire between 2022 and 2026. 2.3.4 Tourism businesses can utilise free bespoke guides and templates developed by Green Tourism with North and South Lanarkshire. Individual ‘green stories’ can be uploaded and featured on the visitlanarkshire.com website. 2.3.5 Attracting new and international customers by working with the travel trade is key to growth for local accommodation and attractions. Tourism businesses are supported by the enterprise team and VisitScotland to develop their trade product and attend VisitScotland Connect annually. 2.3.6 Tourism is defined as a key industry sector in North Lanarkshire and eligible businesses can apply for Business Growth Fund grants of up to £20,000 value (currently). Four businesses have been successful in accessing financial support for growth and investment projects between 2022 and 2026. UK Shared Prosperity Fund - Tourism Challenge Fund 2.3.7 The fund was delivered during 2024/5 and designed to support up to 15 projects. Successful bidders were eligible for up to £10,000 funding to improve tourism facilities. Ten organisations were supported and included a range of projects which increased visitor numbers to North Lanarkshire Page 19 of 110
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Priority 2 - People and Skills Aim: We will attract, develop, and retain a skilled, committed, diverse and valued workforce. 2.3.8 North Lanarkshire’s Working employability programmes support people with barriers to employment to find work. Posts in tourism and leisure businesses were filled as follows: • 2022/2023 – 35 posts supported (£128,201 wage subsidy value) • 2023/2024 – 18 posts supported (£65,559 wage subsidy value) • 2024/2025 – 18 posts supported (£65,184 wage subsidy value) • 2025/2026 - 11 posts supported (£50,277 wage subsidy value) Total: 82 posts supported to the value of £309,221 in wage subsidies Note: the reduction in numbers reflects participant businesses being required to pay the Real Living Wage from 2025 which has led to a reduction in applications for support. 2.3.9 Businesses within the tourism sector are encouraged to adopt fair work practices including paying the real living wage, joining the Disability Confident Scheme and signing up to the North Lanarkshire Employer Charter. Priority 3 – Place Aim: We will create and develop an attractive, competitive, and sustainable destination that offers authentic and memorable experiences. 2.3.10 Through the Place theme, the council seeks to further develop the potential of council owned venues to provide first class facilities and enhanced customer experience. 2.3.11 Country Parks for the Future is a ten year plus delivery plan for greenspaces and includes: • £16m investment in the redevelopment of the Watersports Centre • Velo Park at Bellshill Gateway, one of the largest pump tracks in Scotland, funded by £1.6 million of investment from the Cycling Facilities Fund • Interactive map of Strathclyde Country Park developed • Palacerigg – Community Asset Transfer of visitor centre and café • Colzium and Drumpellier Country Parks have tendered for private contractors to run the onsite cafes. 2.3.12 VisitLanarkshire.com continues to be the call to action for seasonal marketing campaigns. The objective is to raise awareness of Lanarkshire as a convenient visitor destination for a range of quality day trip (or short break) experiences with key target audiences. Between May 2025 to April 2026, VisitLanarkshire.com had 206,537 users and 418,958 page views. Page 20 of 110
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UK Shared Prosperity Fund - Place Development 2.3.13 The Tourism Campaigns project ran from 2023 to 2026 with budget allocated as follows: Apr 2023 – Mar 2025 Budget Total Spend North Lanarkshire Stories £96,244 £85,525.60 Parks App £6,955 £6,955 VisitLanarkshire £16,800 £16,800 Apr 2025 – Mar 2026 VisitLanarkshire £40,000 £40,000 TOTAL: £159,999 £149.280.60 2.3.14 The North Lanarkshire Stories project commissioned ten original stories featuring ten characters in ten time periods (from the Romans in 165 CE to modern day) set in ten locations. Bespoke signage was installed with QR code to access the stories and an interactive chat facility. Launched in 2025, the subsequent advertising campaign included radio, outdoor advertising (billboards) in Glasgow city centre as well as digital format online ads and a flyer. In addition, a wall mural and maquette of the signage have been installed in North Lanarkshire Heritage Centre to further promote the attraction. So far over 25,799 page views to the North Lanarkshire Stories webpage have been recorded and 1043 user engagements with the QR codes on the physical signage. 2.3.15 Visit Scotland Connect is the largest travel trade event aimed at bringing Scottish suppliers together with international and UK buyers. Visit Lanarkshire attended the event held at Aberdeen Conference Centre in 2023, 2024 and 2025. In 2026 Connect took place in the SEC Glasgow and Visit Lanarkshire had a destination stand and full diary of 40 meetings over 2 days with a range of buyers from the travel trade. All meetings were individually followed up and support with contacting any of our hotels and attractions offered. 2.4 Development of a Visitor Strategy and Visitor Levy Framework for Consultation 2..4.1 The Visitor Levy Working Group has undertaken extensive preparatory work to help inform future decisions for introducing a levy. This includes engagement with the Scottish Government and VisitScotland on legislation and guidance available, and monitoring progress and challenges faced by other local authorities. The table below highlights the formally approved and announced Visitor Levy Schemes in Scotland. Area Rate Start date Details City of Edinburgh Council 5% 24 July 2026 Max 5 nights stay, 2% to be retained by accommodation providers Glasgow City Council 5% 25 Jan 2027 Full stay, 1.5% to be retained by accommodation providers Aberdeen City Council 7% 1 April 2027 Full stay, 2.5% to be retained by accommodation providers Page 21 of 110
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2.4.2 The Working Group has undertaken initial modelling with the Glasgow City Region Intelligence Hub to estimate the potential level of levy income using CoStar data. This early analysis suggests that a Visitor Levy of 5% could generate in the region of £2m per annum; however, this figure remains indicative and subject to further validation, refinement and consideration of scheme operating and administration costs. In addition to collection platform costs outlined in the next paragraph, legislation allows for local authorities to retain the cost of administration and operating the scheme from income generated. 2.4.3 There is potential to explore the use of a shared Visitor Levy collection platform currently under development by the Improvement Service. The system appears user friendly and is intended to integrate with the Council’s Biz account (which is currently being onboarded). The collection platform will enable payments via BACS and includes debt management functionality should this be required. 2.4.4 Recognising that engagement with stakeholders and transparent communication will be critical to the success of a visitor levy scheme, a business engagement session was held in September 2025 with local hoteliers and tourism operators. 2.4.5 Participants were invited to discuss the potential impact of a Visitor Levy on their businesses. Feedback highlighted: • Concern price increases could adversely impact demand and occupancy • Perception businesses would not directly benefit from the Visitor Levy • Businesses lack awareness of local attractions 2.4.6 This event has since been followed up with the circulation of a business survey to local tourism businesses. The survey ran during November and December 2025 and 39 responses were received. A review of responses indicates that 57% of responders either disagree or strongly disagree with the principle of undertaking consultation on a Visitor Levy in North Lanarkshire. 33% agree or strongly agree. The remaining 10% were neutral. In response to what would benefit tourism businesses/enable them to grow, this provided insight as follows: • Financial Support for investment – 54% • Increased area marketing – 49% • Information on visitor trends/insights – 36% • Consultancy support/Expert Help – 31% • Support with digital skills – 23% • Other – 21% Stirling Council 3% 14 June 2027 Max 7 nights stay; residents exempt West Dunbartonshire Council 5% 1 July 2027 Full stay, 1.5% to be retained by accommodation providers Highland Council Plans on hold Consultation closed 31 March 2025 Argyll and Bute Council Plans on hold Consultation closed 10 April 2025 Page 22 of 110
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2.4.7 The needs of businesses to feel a benefit from the scheme, combined with changing visitor trends has prompted a shift in focus from the existing tourism strategy to a broader Visitor Strategy that could potentially be underpinned by a Visitor Levy that is supported by tourism businesses. This new approach will seek to capture how revenue generated from a Visitor Levy could potentially be reinvested to enhance infrastructure and experiences for all visitor types while aligning with support for business sustainability, growth, skills and job creation in the visitor economy sector. Strengthening local knowledge and creating a more connected visitor offer through a Visitor Strategy that is fit for purpose and delivers benefits for both visitors and businesses will also help demonstrate how a Visitor Levy could help provide and accelerate these offers. 2.4.8 To progress this approach, external consultancy support with suitable expertise has been procured to develop a new Visitor Strategy. The commission set out requirement for robust research and analysis informed by local data and statistics, detailed sector intelligence, and structured engagement with tourism, hospitality and leisure businesses, alongside other relevant stakeholders. In parallel, the consultancy will assess how a potential Visitor Levy could support the Visitor Strategy, including consideration of the scale and potential use of levy income, alignment with strategic priorities, delivery and governance mechanisms and longer-term investment requirements. The findings of this work will provide an evidence base to inform the Council’s decision on whether to proceed to a formal public consultation on the introduction of a Visitor Levy 2.4.9 It is currently anticipated that the Draft Visitor Strategy and Draft Visitor Levy scheme will be reported to Policy and Strategy Committee in cycle 4. If there is approval in principle to take forward a Visitor levy it is anticipated the formal consultation would take place early 2027. 3. Measures of success 3.1 The development of a new 10-year Visitor Strategy (2027-37) that contributes to wider economic and place-making objectives. 3.2 Consultation on the potential to introduce a Visitor Levy Scheme to North Lanarkshire which could generate additional investment to benefit the local visitor and tourism economy. 4. Supporting Information 4.1 North Lanarkshire Council Tourism Strategy and Action Plan (2022-26) Tourism Strategy and Action Plan . Pamela Humphries Chief Officer (Place) Page 23 of 110
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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? A full EQIA will be undertaken as part of the strategy development and draft Visitor Levy Scheme. 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? Cost to appoint an external consultant to assist with the development of a Visitor Strategy and Visitor Levy Scheme have been met from existing resources. A Visitor Levy could potentially generate income for re-investment to support North Lanarkshire’s visitor economy. Potential costs associated with implementation of a Visitor Levy will be considered as part of future reports. 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 24 of 110
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5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? A full communications strategy will be required should the council proceed to consult on the Visitor Levy. Corporate Communications is also actively engaged in the working group 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? High level risks have been discussed by the working group and a full risk assessment will be undertaken in advance of consultation and potential future delivery. Page 25 of 110
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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). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 26 of 110
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North Lanarkshire Council Report Enterprise and Fair Work Committee Does this report require to be approved? ☐ Yes ☒ No Ref MH/PH Date 21/08/26 Economic Regeneration Delivery Plan and Performance Framework – Annual Progress Report From Mark Hynds, Economic Analyst E-mail hyndsm@northlan.gov.uk Telephone Mark Hynds 07583 023248 Executive Summary The purpose of this report is to update Enterprise and Fair Work Committee on progress made to date towards the implementation and delivery of North Lanarkshire’s Economic Regeneration Delivery Plan (ERDP) and associated Action Plan. The Action Plan is updated annually, and this progress report details activity as at financial year end 2025/26. This report also presents the latest ERDP Performance Framework update which is used to monitor wider ERDP performance over the short, medium and longer term (through to 2035). Unlike the ERDP Action Plan, figures within the Performance Framework are reported on a cumulative basis to show the progress against the longer-term ambitions of the ERDP. Recommendations It is recommended that the Enterprise and Fair Work Committee: (1) Note the content of this report and progress made towards the delivery of the 2025/26 ERDP Action Plan, which was approved by Enterprise & Fair Work Committee in February 2025. (2) Acknowledge the wider progress and performance against the ERDP 2023-2028. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (2) Refocus our town centres and communities to be multi- functional connected places which maximise social, economic, and environmental opportunities Programme of Work Transforming Places Item 4 Page 27 of 110
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1. Background 1.1 The Economic Regeneration Delivery Plan (ERDP) aims to help co-ordinate physical and economic regeneration activity across North Lanarkshire, increase economic output and help address social and economic inequality. 1.2 The ERDP was initially approved by the Enterprise and Growth Committee in August 2019, covering the period 2019-2023. A light-touch refreshed ERDP, covering the period 2023-2028, was then approved by Enterprise and Fair Work Committee in February 2023. 1.3 Since 2019, an Action Plan to support the delivery of the ERDP through a range of key measures and investment programmes has also been produced and approved each year by committee. The Action Plan sets the priorities for the financial year ahead, reflecting progress made to date and the evolving priorities of the council. 1.4 The 2025/26 Action Plan was approved by Enterprise and Fair Work Committee in February 2025 and the current 2026/27 ERDP Action Plan was approved in February 2026. 1.5 An accompanying ERDP Performance Framework was approved by Enterprise and Growth Committee in February 2021. This comprises of a group of performance indicators at three levels. These indicators aim to collectively provide an overview of how the North Lanarkshire economy is performing as well as helping us to understand the impact that the delivery of the ERDP is having on improving economic opportunities and outcomes for all. 2. Report 2.1 Economic Regeneration Delivery Plan 2023-2028 2.1.1 The refreshed ERDP continues to focus on the same four key inter-related themes as the 2019-23 plan: • Developing housing that promotes improved quality of life and creates a better place to live; • Reshaping our town centres to ensure that these provide modern and attractive centres that meet the needs of our communities; • Improving our business and industrial infrastructure, creating opportunities for investment and for companies to start-up or relocate here; and • Continuing to improve our connectivity and develop new opportunities by transforming our road, rail and digital infrastructure. 2.1.2 To support the delivery of these objectives, annual ERDP Action Plans have been developed each financial year since 2019/20. 2.2 2025/26 Action Plan – Performance Review 2.2.1 Appendix 1 provides an update on the ERDP Action Plan objectives and targets achieved during 2025/26. 2.2.2 Significant progress continues to be made against the ERDP’s key objectives with highlights during 2025/26 including: Page 28 of 110
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• The purchase of an additional 125 homes via the Open Market/Empty Homes Purchase Scheme (OMPS). Combined with new builds and previous OMPS purchases, this takes completions to a total of 2,600 homes at 31 March 2026. • In additional to the New Supply Programme, 714 private tenure homes were also completed across North Lanarkshire. • A Regeneration Plan for Coatbridge and an associated initial 4-Year Investment Plan was developed and submitted to UK Government, which was subsequently approved in March 2026 as part of their Pride in Place Programme which will see up to £20 million invested in Coatbridge over the next decade. • The demolition of Fleming House was completed in Summer 2025, marking a significant milestone in the regeneration of Cumbernauld town centre. • Construction commenced on redeveloping the former Motherwell Town Hall into 20 homes for social rent, as part of the New Supply Programme. • £1.45 million was secured from the National Lottery Heritage Fund as part of the Rediscovering Airdrie project. An application seeking a further £1.2 million from Historic Environment Scotland was also submitted, with a decision pending. This funding will be used to redevelop Airdrie Library and provide third-party grants to eligible properties as part of a Shopfront Improvement Scheme and a Repair & Conservation Scheme to architecturally significant buildings within the scheme area, part of Airdrie town centre. • Via Fusion Assets, construction of Building 3 at Link Park, Newhouse, was completed in December 2025, delivering over 19.000 sq.ft of new industrial space. This property was let on completion, resulting in 50 new jobs for North Lanarkshire. • North Lanarkshire Council secured £11.287 million from Glasgow City Region’s Enabling Commercial Spaces to fund two Fusion Assets projects at Ravenscraig Enterprise Park and Westfield Point, Cumbernauld. • Various active travel improvements were delivered, including construction of Glasgow Road Phase 3, Wishaw (SNR3) and Phase 1 and 2 at Bellziehill Roundabout (SNR8). 2.3 ERDP Performance Framework 2.3.1 The ERDP Performance Framework also highlights significant progress in improving economic opportunities and outcomes for North Lanarkshire’s residents and businesses. Highlights achieved as of 31 March 2026 include: • 1,630 new build council homes complete, with a further 375 homes for social rent currently under construction as part of the New Supply Programme. • 970 homes brought into council ownership via the Open Market Purchase Scheme, including some homes previously sold under the Right to Buy. • £132 million invested in town centre (including edge of town) developments, of which more than £61.9 million was secured via external funding sources. • Town Action Plans (TAPs) approved for Airdrie, Bellshill, Kilsyth, Motherwell, Shotts and Wishaw. With a review scheduled for 2026/27, including the development of a Page 29 of 110
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TAP for Coatbridge, following the recent approval of the Regeneration Plan for Coatbridge. • 1,848 new affordable town centre homes completed (including edge of town sites) by the council and housing associations. This includes developments across most of our towns with completed sites including the former Orrs building, South Bridge Street (Airdrie), Caledonian Avenue (Bellshill) ,Church Court (Coatbridge), 95 Main Street (Kilsyth), Brandon Street (Motherwell), the former Kingfisher Building, Dowanfield Road (Motherwell) and Roberts Street (Wishaw), amongst others. • 198,960 sq.ft of business and industrial workspace created or refurbished as a result of investment by the council, Fusion Assets and North Lanarkshire Properties (NLP). • £63.6m invested in key road infrastructure projects funded via the council and the Glasgow City Region City Deal. • 22.7km of active travel routes created or enhanced. 3. Measures of success 3.1 The purpose of this report is to highlight the key actions, targets and indicators that are used to measure and monitor the delivery of the ERDP through the ERDP Action Plan and Performance Framework 4. Supporting documentation 4.1 Appendix 1: Economic Regeneration Delivery Plan (ERDP) Action Plan 2025/26 – End-Year Performance report 4.2 Appendix 2: ERDP Performance Framework (June 2026) Pamela Humphries Chief Officer (Place) Page 30 of 110
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 31 of 110
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Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Risks are recorded and managed within Corporate Risk Register. Key risk is failure to deliver on the ERDP and its objectives of helping co-ordinate physical and economic regeneration activity across North Lanarkshire, failing to increase economic output or address social and economic inequality. This would result in the loss of additional economic and social benefits to residents and businesses across North Lanarkshire and significant reputational damage to the Council given the widespread public nature of the programme. 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 32 of 110
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Appendix 1 ERDP Action Plan 2025/26 End-Year Performance Report Page 33 of 110
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Theme: Live ERDP Priority 1: Developing housing that promotes improved quality of life and creates a better place to live Ref ERDP Action 2025-26 Target What we achieved (2025-26) RAG 1.1 Continue to focus investment towards the council’s affordable housing stock to make sure that the target of 6,000 new council homes for North Lanarkshire is reached by 2035 Completion of 53 new build homes during 2025/26 The completion of the new build developments that were estimated to complete in 2025/26 unfortunately slipped into Quarter 1 2026/27, bringing the total new builds due for completion in 2026/27 to 169. As at end of 2025/26, 2,600 new council homes are complete (including Open Market Purchase Scheme). Red 1.2 Begin construction of six new build developments, totalling 140 homes during 2025/26 During 2025/26, construction of 7 new build developments commenced. 375 homes are currently under construction. Green 1.3 120 Open Market/Empty Homes Purchase Scheme completions during 2025/26 125 Open Market/Empty Homes Purchase Scheme completions during 2025/26. Green 1.4 Complete the acquisition of 20 new build off the shelf units during 2025/26 No affordable homes were delivered off the shelf via private developers in 2025/26. Currently, 3 projects, with a total of 127 homes, are due to be delivered via off the shelf purchases by 2029. Red 1.5a Continue to support the delivery of the affordable housing programme, including intermediate tenures such as mid- market rent Prepare the 2026/27 SHIP which will identify sites to meet Local Housing Strategy priorities and maximises the use of available Scottish Government grant funding. Support the delivery of sites within the current 2024/25 SHIP SHIP (2026/27 – 2030/31) formally approved and published on NLC website. The Scottish Government’s outturn report has not yet been published, but it’s projected that North Lanarkshire fully spent the RPA allocation in 2025/26, supporting completion of 118 new affordable homes. Green Page 34 of 110
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Support the delivery of sites within the current 2025/26 SHIP and spend full Resource Planning Assumption (RPA) allocation 1.5b Develop proposals for mid-market rent projects(s) linked to town centre regeneration, subject to available funding Proposals to develop a mid-market rent (MMR) model were approved at Policy & Strategy committee in June 2026 as part of the review of the council’s Programme of Work priorities. Further detail on the proposed model will be reported to a future Housing Committee. 1.6a Enable private sector housing development to support the local economy and the regeneration of strategic sites such as Ravenscraig 709 private tenure units estimated to be completed during 2025/26 714 new private homes were delivered across North Lanarkshire during 2025/26. Green 1.6b Complete review of 2025 Housing Land Audit 2025 Housing Land Audit (HLA) completed and draft 2026 HLA currently under development. The review of the housing land supply continues as part of the HLA process and the preparation of the next Local Development Plan. Green 1.6c Progress new Local Development Plan An Evidence Report for the new Local Development Plan (LDP) was progressed during 2025/26 and the Evidence Report was submitted to Scottish Government, late June 2026 for approval. It is anticipated that the new LDP – North Lanarkshire Local Development Plan 2 (NLLDP2) will be prepared and adopted in 2028. Green 1.6d Launch Invest in NL service to help facilitate and accelerate investment in new housing During 2025/26, 15 housing proposals received pre-application advice through Invest NL. Of these applications, 4 were submitted by the private sector. All 4 of the applications related to major housing Green Page 35 of 110
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developments i.e. for 50 or more dwellinghouses. Theme: Invest ERDP Priority 2: Reshaping our town centres to ensure they provide modern and attractive centres that meet the needs of our communities Ref ERDP Action 2025-26 Target What we achieved (2025-26) RAG 2.1 Establish and commence delivery of Town Action Plans for all eight town centres (aligned with our approved Town Vision), agreeing short, medium and long-term investment plans for each Town Action Plan Performance Framework to be developed with annual progress reports to be presented to Enterprise & Fair Work Committee A Town Action Plan update report was presented to Enterprise & Fair Work Committee in November 2025. Town Action Plans are due to undergo a review, involving a programme of public consultation during Autumn 2026. Green 2.2 Continue to support Coatbridge Town Board to deliver on the approved Long-Term Plan for Coatbridge. Finalise Long Term Plan for Coatbridge and initial 3-year Investment Plan and submit to UK Government Following the 2024 General Election, the UK Government relaunched the fund under the Pride in Place Programme. Coatbridge will receive up to £20m funding over a 10- year period. In line with fund guidance, a Regeneration Plan for Coatbridge was developed and submitted to UK Government in November 2025. This also included an accompanying initial 4-Year Investment Plan. The Regeneration Plan and Investment Plan were approved in March 2026, and the delivery phase of the programme commenced in April 2026, in line with fund timescales. Green Page 36 of 110
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2.3 Continue with The Centre Cumbernauld project, including procurement of an architect led design team during 2025/26, who will aid the development of the Masterplan Conclude the procurement of the new long- term management agent for The Centre Cumbernauld. Progress demolition strategy including procurement of specialist demolition consultant. The regeneration of Cumbernauld town centre continued to make significant progress during 2025/26. The demolition of Fleming House completed in August 2025, marking a major milestone in the regeneration of the town. This space has been developed into a temporary carpark for public use over the next few years. It will then be used by contractors for site access during the second stage of demolition of The Centre Cumbernauld. Following a procurement process, Gatehouse Property Management (GPM), were appointed as the long-term management agents for The Centre Cumbernauld, which should see continuity of service until full closure of The Centre. Demolition strategy progressed during 2025/26 with first stage of demolition estimated to take place in 2027. Green 2.4 NLC and RSLs to deliver 59 new affordable homes within our town centres (including edge of town) during 2025/26 77 units delivered during 2025/26 at town centre/edge of town developments including: • Mill Loan, Airdrie (CVHA) • Lennox House, Cumbernauld (Sanctuary) • Bank Street, Coatbridge (Wheatley Group) Green Page 37 of 110
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2.5 Appoint main contractor and commence works on site to redevelop the Category C Listed, former Motherwell Town Hall to residential units for social rent as part of the New Supply Programme Commence demolition of the old main hall and undertaken external repairs During 2025/26, construction commenced on redeveloping the former Motherwell Town Hall into 20 homes for social rent. Demolition and repair works were completed and major internal fit out works are being progressed. The project is due to complete in early 2027. Green 2.6 Continue to prioritise funding and secure external investment for the regeneration of our town centres Await confirmation of the Scottish Government’s Placed Based Investment Programme (PBIP) and anticipated allocation for 2025/26. NLC was allocated a total of £1.698m via the Scottish Government’s Place Based Investment Programme for 2025/26, which was to be paid in two tranches. The first tranche of £1.329m was received and was fully contractually committed. This funding was allocated towards projects such as Kilsyth flood prevention and Braidhurst Industrial Estate. The second tranche of 2025/26 PBIP funding (£368k) was not received due to Scottish Government funding constraints. NLC had planned for this scenario and as such, these funds had not been allocated to any specific projects to avoid a funding shortfall. 2025/26 marked the end this five year programme which has resulted in NLC receiving £7.717m from this Scottish Government fund across the lifespan of the programme. It is not currently anticipated that there will be further PBIP funding. Green Page 38 of 110
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2.7a Submit funding applications to Historic Environment Scotland (HES) and National Lottery Heritage Fund (NLHF) for up to £2.5 million. Subject to a successful funding award, commence delivery of the Rediscovering Airdrie project which may include: • the refurbishment and enhancement of Airdrie Library • a shopfront improvement scheme through grants to local property owners Two delivery phase funding applications were submitted during 2025/26 to: • National Lottery Heritage Fund, seeking £1.45 million. Confirmation of a successful bid was announced in December 2025. • Historic Environment Scotland’s Heritage & Place Programme, seeking £1.2 million. The outcome of this bid is currently pending. Project delivery will not commence until all required external funding has been secured. Green 2.7b Continue to promote and engage with local community organisations to enable external funding applications to third party regeneration funds, where appropriate (e.g. Scottish Government’s Regeneration Capital Grant Fund) During 2024/25, the City Deal & Regeneration team engaged with local community groups to develop bids towards the Scottish Government’s Regeneration Capital Grant Fund (RCGF) and Vacant and Derelict Land Improvement Programme (VDLIP). However, due to budgetary constraints, these funds were temporarily paused during 2024/25, and no new awards were granted. These funds have since restarted, and North Lanarkshire has received a conditional award of grant of £735k towards the community led Cumbernauld Village Blue-Green Space project. Green 2.8 Review how NLC can be more effective in addressing failing buildings in our town centres Continue to engage with local property/land owners with a view to acquiring key town centre properties / sites earmarked for conversion / redevelopment Officers continued to engage with various property/landowners during 2025/26, to enable key town centre projects to progress. Green Page 39 of 110
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Where necessary, commence CPO processes, as a last resort, if failure to purchase a site would be detrimental to town centre regeneration plans North Lanarkshire Council acquired properties in Coatbridge, Cumbernauld and Wishaw during 2025/26, as part of unlocking development opportunities within these town centres. With nine of the required ten properties acquired at Main Street Coatbridge, the Council has been unable to voluntarily acquire the last remaining private property. A report was approved at Planning Committee in June 2026 to progress a Compulsory Purchase Order. Theme: Work ERDP Priority 3: Improve our business and industrial infrastructure, creating opportunity for investment and for companies to start-up or relocate here Ref ERDP Action 2025-26 Target What we achieved (2025-26) RAG 3.1a Promoting a mix of development across our motorway corridors and accessible business locations to support the development of our foundational economy as well as high-end growth Delivery of a relationship managed service (Invest in NL) to support businesses through the statutory consent process from enquiry to pre-planning to operational establishment The Invest NL pre-application advice service ensures consultation is carried out with all relevant council services to ensure a co-ordinated response is provided in the Feedback Report issued to the applicant by Invest NL. This ensures the applicant receives appropriate advice for any other Council consent process such as Roads Construction consent and not just on Planning. Enterprise participation ensures early and firm links are made with new and expanding NL businesses, enabling access to business support services (Business Gateway, recruitment and funding), key Green Page 40 of 110
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council services and local partner organisations, supporting long-term business and economic growth. 3.1b Development of Invest NL Prospectus and marketing activities An Invest NL prospectus has been developed. A digital video campaign featuring recent inward investor businesses continued to be rolled out through 2025/26. Green 3.1c Mapping of available key sites and properties Development of Business and Industry Strategy which will inform sites identified for inclusion in the Local Development Plan An evaluation of North Lanarkshire industrial land and industrial premise/office stock was undertaken by Ryden LLP during 2025 and reported to Committee in Februray 2026. This analysis will form the basis for the development of the Business and Industry Strategy and forms part of the evidence report for the new Local Development Plan. Green 3.1d Strengthening links with North Lanarkshire Properties and Fusion Assets to market and identify and promote key properties, sites and opportunities Fusion assets and NLP are closely involved in the development of the Business and Industry Strategy which will identify potential future development opportunities. £11.3m additional funding has been secured through the Glasgow City Region Enabling Commercial Space funding which support new business/ industrial space in Ravenscraig and Cumbernauld. Green 3.1e Delivery of support for filming locations and enquiries through Lanarkshire Screen Locations and North Lanarkshire Film Charter Officer-led film location support continues to be delivered through Lanarkshire Screen Locations and the North Lanarkshire Film Charter Green Page 41 of 110
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3.2 Continuing to support enabling investment which brings our vacant and derelict land and brownfield sites into commercial use. 1.6 ha of land to be remediated or improved by Fusion Assets for business and industry use in 2025/26 Enabling works were completed at Gartcosh and Link Park, Newhouse Green 3.3 Improving how we record and respond to enquiries from businesses to provide a coordinated approach across relevant council services to help attract, retain and expand business and employment opportunities. Continue to progress delivery of the Invest in NL Programme of work Continued rollout of a CRM enquiry system The Invest NL pre-application advice service is now established to help co- ordinate statutory consents and enable early engagement with potential new or expanding businesses. Phase 1 of CRM enquiry system adoption progressed in 2025/6. A purpose-built grant administration platform was developed for use in the 2026/7 grant year. Phase 2 adoption will see the enquiry system launched and used for broader business engagement use and reporting. Green 3.4 Building upon work which supports innovation and skills development through the development of sectoral learning academies. Continue to deliver NL Academies projects which are funded via UK Shared Prosperity Fund (UKSPF) – subject to allocation of funding Built Environment Three priority workstreams will be progressed: • The development and implementation of phase 1 of the Built Environment Academy. • The development of a Youth Engagement Strategy to engage and attract young people into the sector. • Research into the current and future North Lanarkshire skills demand and UKSPF projects continued during 2025-26 within the Brighter Futures team with almost 500 North Lanarkshire residents receiving support to enter employment. Built Environment During 2025/26, Brighter Futures progressed delivery of priority workstreams to support the development of the Built Environment Academy. Phase 1 activity focused on employer engagement and partnership development across the sector (including education sector) establishing governance Green Page 42 of 110
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workforce demand. This workstream will also map the current supply chain ecosystem to identify clusters of expertise, areas of specialism and potential for growth. Care The Steering Group will prioritise activity under 4 workstreams: • attraction, recruitment, retention and wellbeing • pathways to care for young people • adult pathways to care • funding and procurement. A focus on collaborative apprenticeships is planned, along with ensuring pathways for people to work in the care sector are developed within these. Digital Work will be progressed to engage with employers to gain a deeper understanding of skills and workforce challenges and gaps within this industry in North Lanarkshire to direct activity towards addressing these gaps. arrangements and shaping the scope and delivery model for the Academy. Work was also progressed to inform the development of a Youth Engagement Strategy, including early engagement with schools and partners to promote pathways into the sector. Research activity was undertaken to assess current and future built environment skills demand within North Lanarkshire and to map the local supply chain, identifying key areas of skills need, specialisms and opportunities for growth. Care Throughout 2025/26, the Care Academy Steering Group prioritised activity across its four agreed workstreams, with a strong focus on attraction, recruitment, retention and wellbeing within the care sector. Progress was made in developing clear pathways into care for young people and adults, aligning existing provision and identifying opportunities to strengthen progression routes. Collaborative working with providers and partners supported the development of apprenticeship pathways, helping to improve access to employment and training opportunities in the sector. Engagement also informed discussions around funding and procurement challenges impacting workforce sustainability. Page 43 of 110
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Digital During 2025/26, Brighter Futures progressed some engagement with digital employers across North Lanarkshire to strengthen understanding of workforce and skills challenges within the sector. This work aligned with wider economic development activity, including early engagement and collaboration between the team and partners following the announcement of the North Lanarkshire AI Growth Zone. Moving forward, the Brighter Futures team activity will ensure that future skills and workforce activity is well-positioned to support the development of AI-related opportunities locally and to respond to anticipated skills demand associated with the Growth Zone. 3.5a Supporting investment, via our Arms-Length External Organisations, that will continue to improve, modernise and expand commercial stock availability across North Lanarkshire. Seek to secure funding for Phase 2 at Gartcosh Industrial Park and commence construction of 3 new industrial units, totalling 69,000 sq.ft. Detailed design continues and discussions ongoing with Joint Venture partner to secure investment for development of Gartcosh Industrial Park, Phase 2. Amber 3.5b Secure planning approval for Phase 4 at Gartcosh Industrial Park which consists of a 40,000 sq.ft single user site. Planning Approval for Phase 4 was granted on 16th February 2026. Green 3.5c Ravenscraig: Examine the feasibility of undertaking a second phase of development at the Ravenscraig Employment Zone. Not progressing as Ravenscraig Ltd have granted Apatura option over the site. Red Page 44 of 110
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3.5d Condor park, Eurocentral: Conclude Joint Venture, secure funding and commence construction of 41,000sq ft of industrial space Indicative loan offer secured but development currently under review due to viability concerns by potential joint venture partner. Amber 3.5e Link Park, Newhouse: Complete construction of a 19,000 sq.ft industrial unit which represents the third and final phase of development on the site. Construction of Building 3 at Link Park was completed in December 2025 and was let on completion to Ritchie Precision Engineering resulting in 50 new jobs for North Lanarkshire. Green 3.5f Secure share of £64.5m Glasgow City Region funding to progress additional business and industry regeneration projects at Ravenscraig and potentially Cumbernauld and Chapellhall. North Lanarkshire Council secured £11.287 million from Glasgow City Region to fund two Fusion Assets projects at Ravenscraig Enterprise Park and Westfield Point, Cumbernauld. Following a tender exercise, construction work began in February 2026 on Phase 1 at Ravenscraig Enterprise Park. Green Page 45 of 110
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Theme: Invest ERDP Priority 4: Continuing to improve our connectivity and develop new opportunities by transforming our road, rail and digital infrastructure Ref ERDP Action 2025-26 Target What we achieved (2025-26) RAG 4.1 Continue to deliver the City Deal Infrastructure Programme Ravenscraig Access Infrastructure Continue to progress the delivery of Ravenscraig Access Infrastructure project to support the redevelopment and connect the M74 and M8 as part of the Pan Lanarkshire Transport Corridor. • Commence advance service diversion works for the road construction. Finalise the scope of advanced groundworks and commence procurement. • Prepare tender package for construction of the dual carriageway between Ravenscraig Regional Sports Facility and Airbles Road/ Windmillhill Street. Planning and design of utility services diversions for Phase 1 commenced in March 2026, with completion scheduled for August 2026. Scope of services for advanced works was delayed due to the need to undertake additional geoenvironmental testing. It is anticipated works will now commence in Autumn 2026. Detailed design for main works now scheduled for completion by December 2026 and procurement to commence in Spring 2027. Red 4.2 East Airdrie Link Road Continue to progress delivery of the East Airdrie Link Road (EALR) to improve North/South road and active travel connectivity as part of the Pan Lanarkshire Transport Corridor. • Complete preliminary design for the road alignment. • Commence land acquisition strategy. In June 2025, Policy and Strategy committee approved the inclusion of the Towers Road Link within the scope of the proposed East Airdrie Link Road project. Completed Preliminary Design for the road alignment. Completed Section 1 Environmental Impact Assessment (EIA) and continued development of Full Scheme EIA. Green Page 46 of 110
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• Environmental Impact Assessment to be completed. • Submit Planning application for the East Airdrie Link Road. • Appoint consultants to progress design development of East Airdrie Link Road active travel. Pre-Application Consultations (PAC) were held (Airdrie / Chapelhall / Cumbernauld and Caldervale High School). Submission of Section 1 planning application (30 January 2026). A second planning application for full scheme was submitted in June 2026. Commenced land acquisition strategy. Appointment of consultants for Specimen Design (Full Scheme) estimated to be Autumn 2026. 4.3 Orchard Farm Roundabout Progress delivery of the Orchard Farm roundabout to support the development of key business and industrial sites on the A8/M8 corridor. • Finalise a funding agreement with the private sector partnership for the City Deal contribution to the project. • Maintain regular dialogue with the partnership to ensure progress towards target procurement and delivery dates in 2025 and 2026. • Start preparing Full Business Case (FBC) for submission to the Glasgow City Region City Deal Cabinet, once procurement programme is finalised. Progress stalled during 2025/26 due to a wider site infrastructure funding gap notified by the developers of the Mossend International Railfreight Park (MIRP). The council is working with Scottish Enterprise to explore options to support the delivery of the roundabout and wider site infrastructure. This includes a bid to the UK Government Strategic Sites Accelerator programme. The construction start date for the roundabout now estimated November 2027. Amber Page 47 of 110
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4.4 Eurocentral Strategic Active Travel Progress delivery of the Eurocentral Strategic Active Travel project. • Completion of detailed design and tender preparation, options appraisal and concept design commission. • Commence works procurement for Holytown to Eurocentral/Maxim and Whifflet Corridor routes and submit sub-project Full Business Case (FBC) for approval by the Glasgow City Region City Deal Cabinet. • Commence construction. • Commence procurement of detailed design and tender preparation services for Bellshill to Mossend route. 2025/26 saw the completion of detailed design, options appraisal and concept design commission. Tender issue for Phase 1 of the project has slipped to 2026/27 with construction now expected to start in October 2026. Procurement of detailed design and tender preparation services for the Bellshill to Mossend route will also be undertaken in 2026/27. Amber 4.5 Invest in the delivery of the council’s Active Travel Strategy to ensure a comprehensive connection of active travel routes to key places across North Lanarkshire Continue to develop the Active Travel Strategic Network Routes (SNRs), in line with external funding resources. Progress designs of: • SNR9 (Airbles Road to South Lanarkshire at Strathclyde Park and to Bothwell) • SNR7 (Uddingston to Caldercruix) • SNR6 (Stepps to Condorrat) • SNR8 (Glasgow City Council boundary on A74 to Newhouse) • SNR1 (Coatbridge to Muirhead) • SNR3 (North-South Corridor) Design: • SNR9 - Commenced route optioneering to determine preferred route through Strathclyde Country Park. This work will continue into 2026/27. • SNR7 - Detailed designs were completed for section Alexander Street - Stirling Road. To be constructed during 2026/27. • SNR6 - Concept design commenced for with detailed design to follow Green Page 48 of 110
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Progress delivery of AT improvements: • Glasgow Road Phase 3, Wishaw (SNR3) • Alexander Street Phase 2, Wishaw (SNR3) • Belziehill Roundabout Phases 1 and 2 (SNR8) • Riverbank Hub Phase 3 and Orbiston Hub Phase 1 and 2 local links. during 2026/27, dependent on availability of funding. • SNR8 – Detailed design of the section of SNR8 between Holytown and Newhouse has been completed. Construction will follow, dependent on the availability of external funding. • SNR1 - Concept design commenced, to be completed in 2026/27. • Detailed design of Orbiston Phases 2B and 2C commenced during 2025/26, continuing into 2026/27. Delivery: • Construction of Glasgow Road Phase 3, Wishaw (SNR3) was completed during 2025/26 • Construction of Alexander Street Phase 2, Wishaw (SNR3) commenced during 2025/26 and due for completion in summer 2026 • Construction of Phases 1 and 2 (SNR8) at Bellziehill Roundabout completed in October 2025. • Construction of the Riverbank Phase 3 active travel routes was completed during 2025/26. • Construction of Orbiston Hub Phase 1 was completed during 2025/26. • Construction of Orbiston Hub Phase 2A is currently underway on Motherwell Road and Hamilton Road Page 49 of 110
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with completion expected during Summer 2026. 4.6 Ravenscraig Active Travel Links Subject to securing external funding, progress Ground Investigation work and detailed design for the preferred option identified from the feasibility study and options appraisal commission, for a route between the Employment Access Area and Coursington Road. Motherwell Station Active Travel Links Continue to progress delivery of the Motherwell Station Active Travel Links project. • Progress detailed design of routes sections between Camp Street and Airbles Road, Glencairn Street and Bellshill Road, subject to external funding. • Deliver works on route section on Hope Street/ Muir Street, subject to external funding. Ravenscraig Active Travel Links A consultant has been appointed to progress Ground Investigation work and detailed design for the preferred option for RATL (Motherwell) identified through the options appraisal commission. This will be progressed over 2026/27. Motherwell Station Active Travel Links An options appraisal, concept design and detailed design commission for Bellshill Road was awarded, preferred option identified and design work progressed. Construction will follow, dependent on the availability of external funding. Due to a notification of funding award from Transport Scotland being received too late in the financial year to achieve delivery by 31 March 2026, delivery of the work on Hope Street/Muir Street could not progress. A new bid for funding has been submitted to Transport Scotland for 2026/27. Green 4.7 Ensure that inclusive economic growth remains at the heart of opportunity to support affordable and accessible transport systems (via the Local Transport Strategy). Finalise and seek Committee approval of North Lanarkshire’s Local Transport Strategy (LTS). The LTS will help prioritise available investment to ensure communities can access employment, education and leisure opportunities, support inclusive economic The second round of consultation was undertaken in Winter 2025, with the draft Local Transport Strategy (LTS) and its supporting documents updated accordingly. The draft LTS will be presented to committee in August 2026. Amber Page 50 of 110
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growth and contribute to reducing carbon emissions. 4.8 Support the delivery of Electric Vehicle (EV) charging infrastructure and other green transport solutions across North Lanarkshire. Develop and implement a Glasgow City Region approach to appoint a provider to increase, manage and maintain public EV infrastructure. Full contract specification developed and Invitation to Tender was issued by Glasgow City Region in December 2025. Tender bids are currently being evaluated. An update was reported to Environment and Climate Change Committee, April 2026. Green 4.9 Work with the council’s digital partner to install and invest in infrastructure that helps create one of the best and most affordable/accessible digital provisions in the UK. Progress next phase of call off contracts covering public Wi-Fi and CCTV services. Commsworld and partners to continue to invest in new Fibre to the Home coverage for residents including Airdrie, Coatbridge, Motherwell and Shotts. Approximately 110 sites across North Lanarkshire now have public Wi-Fi. Around 30 sites now have CCTV connectivity via this combined network. Through the wider Commsworld partnership, a couple of partner organisations have continued their roll out of residential broadband with more than 60,000 properties capable of being served by new service providers who use the Commsworld backbone for delivery. Green 4.10 NLC and Commsworld Ltd will continue to maximise added value via the Framework Agreement for the provision of digital connectivity services and associated call- off contracts, ensuring the delivery of Community Benefits and additional value throughout 2025/26. The initial community benefits associated with the contract have successful run their course during the first 3 years. North Lanarkshire Council will be working with the supplier to identify new defined community benefits for the next 3 years. Green Page 51 of 110
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Appendix 2 Economic Regeneration Delivery Plan (ERDP) Performance Framework June 2026 Page 52 of 110
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Introduction Improving economic regeneration plays a significant part in our shared ambition to make North Lanarkshire the place to live, learn, work, invest and visit. The Economic Regeneration Delivery Plan (ERDP) sets out how we will improve economic opportunities and outcomes for everyone in North Lanarkshire. This includes delivering new homes, reshaping town centres, attracting investment and jobs. Our investments will benefit everyone who lives, learns, invests and visits within North Lanarkshire. An ERDP Action Plan is updated annually and focuses on our key objectives and day‐to‐day activities in delivering the longer‐term vision set out within the ERDP and The Plan for North Lanarkshire. The ERDP Performance Framework comprises a set of performance indicators at three levels. These indicators aim to collectively provide an overview of performance that helps us to understand the impact of our work on improving economic opportunities and outcomes for all. Given the shared ambition set out within The Plan for North Lanarkshire, the ERDP Performance Framework is closely aligned to the corporate Strategic Performance Framework. This framework aims to produce evidence that allows for day‐to‐day activities, and progress made towards improving economic opportunities and outcomes for all to be regularly monitored, reported, assessed, and scrutinised. It will also enable performance issues against the ERDP’s key priorities to be identified and addressed, mitigating the risk of delivery failure. The ERDP Performance Framework will be kept under review to ensure arrangements remain effective and aligned to future versions of the ERDP and The Plan for North Lanarkshire. ERDP Performance Framework The three levels of performance indicators form an interrelated set, with operational measures supporting improvements to services and outcomes for North Lanarkshire’s residents and businesses in the short, medium, and long‐term. The three levels are summarised below: Level 1: The North Lanarkshire Economic Context A suite of ‘state of the nation’ health check indicators which collectively provide the North Lanarkshire economic context. These indicators are often at a macro level and out with the sole control of the Council. As such, these indicators do not have targets set against them, instead they set out the intended direction of travel. This approach is consistent with The Plan for North Lanarkshire Strategic Page 53 of 110
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Performance Framework. The ERDP framework uses 5 of the 28 indicators set out in the Strategic Performance Framework to assess the performance of the North Lanarkshire economy. Data comes from national sources such as the Office for National Statistics (ONS) or Scottish Local Authority Economic Development (SLAED) Performance Reports. As data is reported in a consistent manner nationally, North Lanarkshire can be benchmarked against Scotland and comparator authorities across the Glasgow City Region. Level 2: Improving economic opportunities and outcomes for all A suite of indicators and information to enable an assessment of progress towards our long‐term vision of improving economic opportunities and outcomes for all. When measuring outcomes there is often a delay in being able to demonstrate that outcomes have been achieved, or it may not be clear how much of a change in an outcome can be attributed to NLC’s actions alone, or if external factors have influenced the outcome. Therefore, some of these indicators do not have targets set against them but will instead be used for benchmarking purposes. The group of performance indicators at all three levels in the ERDP Performance Framework therefore aims to collectively demonstrate improvements to outcomes in the long‐term, while demonstrating effective use of resources in the short term (the latter through monitoring and measuring day to day operations). Level 3: Day to day operations These performance indicators allow the quality, efficiency, and effectiveness of day‐to‐day operations to be assessed. They include targets in the short‐term (current financial year), medium‐term, by the end of the current ERDP cycle (2027/28) and longer‐term (2035). Targets are cumulative from the baseline onwards (not additional to previous target). For example, the 1,951 Open Market Purchase Scheme completions by 2035 includes the 970 completions which have already been achieved by March 2026. Relevant teams across Place are identified against each indicator to ensure accountability. The inclusion of input and output measures, and understanding how these lead to improved outcomes, will be an important factor in determining the success of the Framework and Economic Regeneration Delivery Plan. Page 54 of 110
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ERDP Performance Framework: Level 1 The North Lanarkshire Economic Context Indicator Baseline Latest available update Measuring this will tell us if we have… What success looks like Intended direction of travel Latest direction of travel North Lanarkshire commentary Growth in Gross Value Added (GVA) (income approach) - % change from year to year 2015 – 2016 NL 2.6% Scotland 1.1% 2022 – 2023 NL 12.5% Scotland 9.1% Increased North Lanarkshire’s economic output Continued economic growth in North Lanarkshire The latest data published shows that GVA growth in North Lanarkshire remains positive, suggesting the local economy continues to grow, and does so at a greater rate than the national average. The latest data shows an 12.5% increase in GVA per head in NL from 2022 to 2023, which is an improving trend following year on year growth of 7% recorded in the previous year. Gross weekly pay (residents) – full time employees 2018 NL £545.70 Scotland £562.70 2025 NL £775.10 Scotland £775.60 Increased the earnings of people who live in North Lanarkshire Earnings for people who live in North Lanarkshire continue to grow on a par with national levels Gross weekly pay for NLs residents became higher than the average earnings for Scotland for the first time ever in 2022. Results each year show gross weekly pay has continued to increase positively year on year since. Page 55 of 110
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Indicator Baseline Latest available update Measuring this will tell us if we have… What success looks like Intended direction of travel Latest direction of travel North Lanarkshire commentary % of all economically active (16‐64 years) Oct 2017/Sept 2018 NL 77.9% Scotland 77.6% Oct 2024/Sept 2025 NL 77.1% Scotland 77.3% Increased the number of North Lanarkshire’s residents in employment More people aged 16 to 64 living in NL are economically active and contributing to the local / national economy In 2020, this indicator started to show a decline and remained unsteady before reaching it’s lowest point to date at September 2022 (66.8%), due to impacts of the pandemic. Since then, gains have been recorded, with the most recent data showing an increase from 70.5% in March 2024 to 77.1% in September 2025. In North Lanarkshire, this equates to around 173,600 people economically active with figures almost returning to the 2019 pre- pandemic level (174,000). % of VAT/PAYE registered businesses that survive for at least three years 2013- 2016 NL 58.7% Scotland 62.1% 2021 - 2024 NL 53.4% Scotland 57.6% Increased and sustained new businesses in North Lanarkshire More locally generated and incoming businesses being created, surviving, and sustaining in the longer- term 3-year survival rates for businesses in North Lanarkshire shows a varying position over the years, with the latest results for 2024 (published in November 2025) showing that 53.4% of businesses registered in 2021 have survived for 3 years. The latest results for North Lanarkshire (53.4%) are higher than the previous year (51.5%). Page 56 of 110
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Indicator Baseline Latest available update Measuring this will tell us if we have… What success looks like Intended direction of travel Latest direction of travel North Lanarkshire commentary % of working age people (16-64) claiming one or more key benefits Dec 2018 NL 3.5% Scotland 2.7% Dec 2025 NL 2.8% Scotland 2.9% Reduced the number of residents reliant on employment related benefits All of North Lanarkshire’s residents capable of working are sustaining employment The latest claimant count rate for NL (3.2%) is now lower than The Plan for North Lanarkshire baseline of 3.5%, with the number of people now claiming one or more of the key benefits is 7,070 compared to the baseline of 7,675. ERDP Performance Framework Level 2: Improving economic opportunities and outcomes for all Key performance indicator What does this tell us? Baseline By 31 March 2025 Short-term (By 31 March 2026) Medium-term By next ERDP Review (31 March 2028) Long-term (By 31 March 2035) Actual Target Actual Target Target Estimated number of construction jobs (PYEs) created The number of gross construction jobs (PYEs) created as a result of ERDP related investment by NLC and our ALEOs across North Lanarkshire. Construction jobs created as a result of physical regeneration projects occur during the construction phase of the project only and do not recur once the development is operational. 796 3,153 3,672 3,681 4,884 7,883 Page 57 of 110
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Key performance indicator What does this tell us? Baseline By 31 March 2025 Short-term (By 31 March 2026) Medium-term By next ERDP Review (31 March 2028) Long-term (By 31 March 2035) Actual Target Actual Target Target Therefore, these figures are reported as Person Year Equivalents (PYEs) rather than Full‐time Equivalents (FTEs). Estimated number of gross full‐time equivalents (FTEs) created The estimated number of gross jobs (FTEs) created as a result of ERDP related investment by NLC and our ALEOs across North Lanarkshire. The gross number of jobs created does not take account of factors such as displacement. This measures the follow on impact generated once the physical works have been completed and the new infrastructure is being put to economic use. As these outcomes only occur once projects are operational, there will be a delay in demonstrating this outcome has been achieved. Therefore, this indicator has a long‐term target to 2035 only. Note: This jobs figure is based on investment across North Lanarkshire Council’s New Supply Programme, City Deal Programme, and the Regenerating Cumbernauld project. Fusion Assets investments are also included. 13,568 Estimated number of net additional full- time equivalents (FTE) created The estimated number of net jobs (FTEs) created as a result of ERDP related investment by NLC and our ALEOs across North Lanarkshire. Under this measure, the gross number of jobs created is adjusted to better assess the true extent of As these outcomes only occur once projects are operational, there will be a delay in demonstrating this outcome has been achieved. Therefore, this indicator has a long‐term target to 2035 only Note: This jobs figure is based on investment across North Lanarkshire Council’s New Supply Programme, City Deal Programme, and the Regenerating Cumbernauld project. Fusion Assets investments are also included. 7,098 Page 58 of 110
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Key performance indicator What does this tell us? Baseline By 31 March 2025 Short-term (By 31 March 2026) Medium-term By next ERDP Review (31 March 2028) Long-term (By 31 March 2035) Actual Target Actual Target Target the likely impact of the ERDP on the local labour market and economy. This measures the follow‐on impact generated once the physical works have been completed and the new infrastructure is being put to economic use. Town centre vacancy rates ‐ % of vacant Commercial units as a % of total units across North Lanarkshire’s town centres. This indicator measures the level of vacant units within town centres. The ERDP aims to create vibrant mixed‐use towns where people live, work, shop, eat, and access local services. As such, recognition needs to be given to the fact that vacancies may temporarily increase where vacant possession of redundant retail centres or land assembly is required to enable transformative change. 18.9% Year: 2018/19 This measure will be used for benchmarking purposes only and therefore no targets have been set. 2024/25 ‐ Latest published data shows that North Lanarkshire’s town centre vacancy rate was 17.7%, above the Scottish average of 11.5%. However, North Lanarkshire’s town centre vacancy rate has fallen slightly from the 2018/19 baseline of 18.9%. Reshaping our town centres to ensure they provide modern and attractive centres that meet the needs of our communities remains a key ERDP priority and the 2025/26 ERDP Action Plan performance report outlines key steps taken over the last 12 months to redevelop our town centres. Town Action Plans are in place for 6 of North Lanarkshire’s towns and will be revised during 2026/27, including the development of a seventh TAP, to include Coatbridge. Cumbernauld town centre is undergoing significant regeneration, and a Masterplan process will commence during 2027 specifically for Cumbernauld. Page 59 of 110
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Key performance indicator What does this tell us? Baseline By 31 March 2025 Short-term (By 31 March 2026) Medium-term By next ERDP Review (31 March 2028) Long-term (By 31 March 2035) Actual Target Actual Target Target % of marketable employment land The purpose of this measure is to contribute to the assessment of how ‘investor ready’ North Lanarkshire is in terms of providing the necessary infrastructure for new and growing businesses, including inward investment. Employment land includes any land that is allocated for employment use in the Local Development Plan, or land that has valid planning consent. Marketable land is defined as land that meets business requirements and has secure planning status, is serviced or serviceable within five years, and is accessible by walking, cycling and public transport. 65.7% Year: 2017/18 This measure will be used for benchmarking purposes only and therefore no targets have been set. 2024/25 ‐ Latest published data shows that 68.0% of North Lanarkshire’s employment land was deemed to be ‘marketable land’. This is higher than the Scottish average of 56.3%. The 2024/25 NL figure is slightly lower than the previous year (2023/24) which was 71.0%. Given levels of developable land available, the council is currently developing a Business & Industry Strategy for North Lanarkshire which will aim to identify how council investment in such land should be prioritised. Commercial Planning applications‐ average time (weeks) to process business and Planning applications are important in terms of the future development and use of land across our towns and communities. An efficient and well‐functioning planning service plays an 6.9 weeks Year: 2017/18 This measure will be used for benchmarking purposes only and therefore no targets have been set. 2024/25 – North Lanarkshire 7.2 weeks, compared to a Scottish average of 11.0 weeks The North Lanarkshire processing time has reduced from 13.5 weeks (2020/21) and 12.6 weeks (2021/22) during the pandemic and is now below pre pandemic levels (9.1 weeks in 2019/20). However, application Page 60 of 110
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Key performance indicator What does this tell us? Baseline By 31 March 2025 Short-term (By 31 March 2026) Medium-term By next ERDP Review (31 March 2028) Long-term (By 31 March 2035) Actual Target Actual Target Target Industry planning applications important role in facilitating sustainable economic growth and delivering high quality development in the right places. This indicator shows how long the council takes to deliver commercial planning application decisions (i.e. for business and industry). process timing remains higher than the 2017/18 baseline of 6.9 weeks. The baseline year was a historic low and somewhat of an outlier compared to other available data. Page 61 of 110
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Percentage of premises able to access Superfast Broadband Digital infrastructure is one of the key gateways to achieving inclusive growth and prosperity. By improving our digital infrastructure, we will connect North Lanarkshire to markets and opportunities. NLC has a role alongside telecoms companies in facilitating and enabling the development of effective digital infrastructure. The required digital infrastructure speed needed to have superfast broadband is 30Mbit/s. 97.0% Year: 2017/18 This measure will be used for benchmarking purposes only. 2024/25 – North Lanarkshire – 99.4% / Scotland 97.1% North Lanarkshire has a higher % of premises able to access superfast broadband compared to the Scottish average. Carbon Dioxide (CO2) emissions area wide per capita (tonnes) Sustainability is one of the key principles which underpins the ERDP. These estimates can assist us in understanding our environmental impact and can be used to inform our actions against climate change and towards North Lanarkshire’s target of achieving net zero emissions by 2030. 5.92t per capita Year: 2014 This measure will be used for benchmarking purposes only. 2023 – North Lanarkshire 5.30t CO2 / Scotland 6.90t CO2 North Lanarkshire’s CO2 emissions is lower than the Scottish average on a per head basis. North Lanarkshire’s emissions data has been fairly steady over the last 3 years and are below the baseline year of 2014. Emissions were at their lowest in 2020 (4.70t CO2) which was during the lockdown period of the pandemic, which likely resulted in reduced emissions from less traffic on roads and some industries reducing their operations. Page 62 of 110
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ERDP Performance Framework: Level 3 Day to day operations Priority 1: Developing housing that promotes improved quality of life and creates a better place to live Why is this set of indicators of interest? The Plan for North Lanarkshire ambition statement alignment This reflects the council’s commitment (through the Local Housing Strategy and Transforming Places Programme of Work) to promote a supply of good quality affordable housing across all tenures. This also supports the Strategic Housing Investment Plan (SHIP) which helps deliver Local Housing Strategy priorities and maximise resources in the Affordable Housing Supply Programme. The target to deliver 6,000 new homes by 2035, includes over 1,900 homes to be acquired through the open market purchase scheme (an extension of the empty homes purchase scheme). 1. Ensure a housing mix that supports social inclusion and economic growth. 2. Refocus our town centres and communities to be multifunctional connected places which maximise social, economic, and environmental opportunities. Page 63 of 110
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Key performance indicator What does this tell us? Baseline Note: these figures are cumulative and not additional to each other Lead Team(s) By 2024/25 Short-term Medium- term Long-term 2025/26 2026/27 By next ERDP Review (2027/28) 2034/35 Actual Target Actual Target Target Target Number of new build Council house completions The number of new build council house completions via the council’s New Supply Programme 633 Years: 2010/11 – 2018/19 1,629 1,672 1,630 Amber 1,850 2,200 4,049 New Supply Number of Open Market Purchase Scheme completions The number of homes brought into Council ownership, Including some homes previously sold under the Right to Buy 133 Years: 2010/11 – 2018/19 845 973 970 Amber 1,080 1,190 1,951 New Supply Household connectivity capacity The % of new build homes (via the New Supply Programme) with high quality digital infrastructure 79% Years: 2010/11 – 2018/19 92% 92% 92% Green 92% 93% 98% New Supply Page 64 of 110
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ERDP Priority 1 Performance Summary: Total number of indicators Number of indicators with ‘Green’ status Number of indicators with ‘Amber’ status Number of indicators with ‘Red’ status 3 1 2 0 Success to date The New Supply Programme was introduced in 2010/11 and NLC has set an ambitious target of delivering 5,000 council homes by 2035. In February 2025, Housing Committee agreed to increase this target to 6,000 homes by 2035. This will be achieved via a combination of new build, purchasing from the private sector (off the shelf) and buying existing homes via the Open Market / Empty Homes Purchase Schemes: • 2,600 homes have been delivered via the New Supply Programme, at 31 March 2026.This includes 970 homes acquired via the Open Market and Empty Homes Purchase Schemes. • NLC’s first low carbon (net zero) homes were completed at Dykehead Road, Airdrie in 2022/23. These homes feature air source heat pump heating systems, battery storage and enhanced photovoltaic panels. In 2024/25, new homes featuring ground source heat pump heating systems were completed at Brandon Street, Motherwell. • All NLC new build developments with building warrant submissions from April 2024 will include non-gas, zero emission heating systems as standard. This approach supports our strategy of delivering energy efficient and sustainable housing across North Lanarkshire. • The New Supply Programme continues to maximise community benefits through which forms part of the procurement and contract evaluation process for new developments. Contractors support employability, training and work experience opportunities for local people, helping young people progress towards positive destinations within the construction sector. • In 2023/24, a new amenity house opened in Castlehill Road, Wishaw for local residents to enjoy, meet and socialise together. This is just one of the community benefits delivered as part of our New Supply Programme. • During 2025/26 alone, construction contractors were engaged to provide opportunities that support young people towards positive destinations within the construction industry. This included 14 x Full Time posts such as Trainee estimators, Apprentice Plumbers and Electrician, Trainee Site Manager, Off Site Manufacturing and Assembly Operator. 17 work experience placements for 14 - 16yrs of age were also provided as well as 19 careers events to encourage young people to consider careers in construction. Page 65 of 110
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Challenges Various external factors such as inflationary pressures across the UK economy and the wider international geopolitical environment have impacted construction and materials costs. Despite these challenges, the programme is progressing well, with a further around 375 homes currently under construction across 7 sites. Priority 2: Reshaping our town centres to ensure that they provide modern and attractive centres that meet the needs of our communities Why is this set of indicators of interest? The Plan for North Lanarkshire ambition statement alignment A key priority within the Transforming Places Programme of Work Delivery Plan is the regeneration of North Lanarkshire’s town centres and their redevelopment as modern, high‐ quality, mixed‐use spaces with a much stronger focus on residential provision. 1. Ensure a housing mix that supports social inclusion and economic growth. 2. Refocus our town centres and communities to be multifunctional connected places which maximise social, economic, and environmental opportunities. Page 66 of 110
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Key performance indicator What does this tell us? Baseline Note: these figures are cumulative and not additional to each other Lead Team(s) By 2024/25 Short-term Medium- term Long- term 2025/26 2026/27 By next ERDP Review (2027/28) 2034/35 Actual Target Actual Target Target Target Investment made in town centre developments The amount (£) invested in North Lanarkshire’s town centres to enable sites to be repurposed or redeveloped. This includes NLC investment and external funding sources. £29.8m Years: 2010/11 – 2018/19 £119.7m £133.8m £132.0m Amber £165.7m £193.0m £375.6m City Deal & Regeneration / New Supply External funding secured for town centre regeneration projects The amount (£) of external funding secured for town centre regeneration projects in North Lanarkshire’s town centres £9.26m Years: 2010/11 – 2018/19 £56.6m £62.2m £61.9m Amber £76.8m £91.7m £184.8m City Deal & Regeneration / New Supply Number of town centre buildings and/or sites repurposed or redeveloped The number of existing buildings or vacant sites within North Lanarkshire’s town centres, which have been repurposed or redeveloped. 34 Years: 2010/11 – 2018/19 63 67 66 Amber 71 78 95 City Deal & Regeneration / New Supply / RSL’s Page 67 of 110
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Key performance indicator What does this tell us? Baseline Note: these figures are cumulative and not additional to each other Lead Team(s) By 2024/25 Short-term Medium- term Long- term 2025/26 2026/27 By next ERDP Review (2027/28) 2034/35 Actual Target Actual Target Target Target Number of new affordable homes completed within town centres (or edge of town) The number of units either converted to residential or new build house completions by NLC or RSLs within town centres 883 Years: 2010/11 – 2018/19 1,771 1,850 1,848 Amber 2,020 2,485 2,662 New Supply / RSL’s ERDP Priority 2 Performance Summary: Total number of indicators Number of indicators with ‘Green’ status Number of indicators with ‘Amber’ status Number of indicators with ‘Red’ status 4 0 4 0 Success to date Since the ERDP was introduced in 2019, eight town visions have been developed for Airdrie, Bellshill, Coatbridge, Cumbernauld, Kilsyth, Motherwell, Shotts and Wishaw. Town Action Plans have been developed for Airdrie, Bellshill, Kilsyth, Motherwell, Shotts and Wishaw, outlining the short, medium and long‐term actions required to realise the visions for each of these towns. A Neighbourhood Board has been established in Coatbridge. The board will drive the delivery of the Regeneration Plan for Coatbridge, aligned to the Town Vision. Up to £19.5 million has been allocated to Coatbridge and will be drawn down over the next 10 years. Page 68 of 110
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The council acquired The Centre Cumbernauld in June 2023, a major milestone in the redevelopment of Cumbernauld town centre. Proposals are now being developed for the phased redevelopment of the town centre. Fleming House was demolished during in 2025, marking another major milestone in the redevelopment of the town. £132 million has been invested in towns since the launch of the ERDP in 2019, with key projects including: • The acquisition of key town centre properties, with plans to convert to residential developments. This includes Motherwell Old Town Hall, Bank Street and Main Street (Coatbridge), the former Kings House (Wishaw) and the former Methodist Church (Wishaw). • Following the acquisition of the former YMCA building (Brandon Street, Motherwell), this property has now been converted to 6 new flatted units for social rent and a further 42 new build units were developed on an adjacent parcel of vacant land. Residents are now enjoying the benefits of these new council homes. • Enabling the regeneration of the former Orrs building in Airdrie, which completed in 2024 • The acquisition of The Centre Cumbernauld in June 2023, unlocking the major regeneration of Cumbernauld town centre. • Major improvements to community facilities such as Motherwell Library. • A 2.3km Green Route, connecting Cumbernauld town centre with surrounding communities such as Kildrum and Carbrain. • 1,848 town centre homes have been delivered via NLC and Registered Social Landlords (RSLs) as part of the Strategic Housing Investment Plan (SHIP). This includes homes within a 10‐minute walk of town centres, in line with the 20‐minute neighbourhood definition. Challenges Various external factors such as inflationary pressures across the UK economy and the wider international geopolitical environment have impacted construction and materials costs. Challenging public finances over the last few years have also put a recent strain on the availability of external government funding towards capital projects. Despite this, progress continues towards reshaping and repopulating our town centres. The council continues to engage with property and landowners to acquire buildings/land which are strategically aligned with our redevelopment plans. However, a key challenge is managing owner’s expectations around property/land value, ensuring best value is achieved. Page 69 of 110
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Priority 3: Improve our business and industrial infrastructure, creating opportunity for investment and for companies to start-up or relocate here Why is this set of indicators of interest? The Plan for North Lanarkshire ambition statement alignment Although North Lanarkshire has a significant amount of industrial land and premises, some are not suitable for today’s needs. To enable our people and businesses to thrive we’ll invest in business and industrial space and in marketing North Lanarkshire as the place to invest and work. 2. Refocus our town centres and communities to be multifunctional connected places which maximise social, economic, and environmental opportunities. 3. Maximise the use of our marketable land and assets through improved development in business and industrial infrastructure. 16. Transform our natural environment to support wellbeing and inward investment and enhance it for current and future generations Page 70 of 110
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Key performance indicator What does this tell us? Baseline Note: these figures are cumulative and not additional to each other Lead Team(s) By 2024/25 Short-term Medium- term Long- term 2025/26 2026/27 By next ERDP Review (2027/28) 2034/35 Actual Target Actual Target Target Target Investment made towards the development of business and industrial infrastructure The amount (£) invested in business and industry zoned land or upgraded to existing business and industrial infrastructure across North Lanarkshire. This includes NLC and ALEO funding only. £0.524m Year: 2018/19 £8.25m £9.25m £9.60m Green £10.60m £12.60m £18.15m Fusion Assets / NLP / City Deal & Regeneration External/ private sector/loan funding secured for office and industrial development The amount (£) of external, private or loan funding secured for investment in office and industrial developments across North Lanarkshire. £1.3m Year: 2018/19 £40.41m £46.30m £46.19m Amber £52.07m £59.57m £67.17m Fusion Assets / City Deal & Regeneration Page 71 of 110
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Ha of land improved for business and industrial use The amount (Ha) of land remediated or improved for business and industry use across North Lanarkshire 3.61ha Year: 2018/19 12.47ha 12.47ha 12.47ha Green 12.47ha 14.18ha 16.21ha Fusion Assets / City Deal & Regeneration Sq.ft of commercial workspace created or refurbished The amount (square footage) of Commercial workspace created or refurbished as a result of investment by NLC, Fusion Assets or North Lanarkshire Properties across North Lanarkshire 18,000 sq.ft Year: 2018/19 169,733 sq.ft 221,000 sq.ft 198,960 sq.ft Amber 228,960 sq.ft 328,358 sq.ft 412,358 sq.ft Fusion Assets / City Deal & Regeneration Page 72 of 110
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ERDP Priority 3 Performance Summary: Total number of indicators Number of indicators with ‘Green’ status Number of indicators with ‘Amber’ status Number of indicators with ‘Red’ status 4 2 2 0 Success to date Since the introduction of the ERDP in 2019, an additional 198,960 sq.ft of commercial workspace has been created, including 40,500 sq.ft at Gartcosh Industrial Park (buildings 2 and 3). During 2023/24, Fusion Assets acquired Plot One at the former Ravenscraig steelworks site in Motherwell. Following the remediation and servicing of the 6.4 acre development site, Fusion Assets are currently on site with the first phase of development of a multi let industrial scheme. Phase 1 consists of six units totalling 29,210 sq.ft which is scheduled for completion in October 2026. Fusion Assets completed the construction of a new 15,500 sq.ft, net zero carbon enabled, industrial building at Link Park, Newhouse during 2023/24, which was immediately let for a new Scottish depot for a multinational company Construction on the third and final building at Link Park, Newhouse completed during 2025/26, delivering an additional 19,375 sq.ft of new industrial workspace. Enabling works were completed in June 2023 at Gartcosh Industrial Park (Phase 3). This site has planning approval for the construction of up to four new industrial units, totalling 62,000 sq.ft. 11,410 sq.ft has been developed at Spruce Court within Orbiston Street Industrial Estate, Motherwell. This has provided new start‐up units for SMEs as well as a unit for New College Lanarkshire students as part of an initiative to support young entrepreneurs who are setting up a business within the area. This project was part funded by the Scottish Government’s Regeneration Capital Grant Fund (RCGF), following a successful bid (£1.74m). The council has also secured £1.9m RCGF which contributed to the significant redevelopment of Braidhurst Industrial Estate in Motherwell. This project upgraded and modernised six existing units owned by North Lanarkshire Properties as well as the construction of 10 industrial units suited to local small‐medium sized enterprises (SMEs). Page 73 of 110
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£11.28m has been secured for Fusion Assets led projects, via the Glasgow City Region City Deal Enabling Commercial Spaces Programme. This will support the delivery of Ravenscraig Phase 1 (2 buildings totalling 29,210 sq.ft), Ravenscraig Phase 2 (2 buildings totalling 32,930 sq.ft) and Westfield Point, Cumbernauld Phase 1 (2 commercial units totalling an estimated 21,439 sq.ft). Lastly, the council continue to receive ring‐fenced Vacant and Derelict Land Fund (VDLF) funding from the Scottish Government (subject to the submission and approval of an annual VDLF Local Delivery Plan) and continue to focus this investment towards the creation of new industrial and business space and ultimately new jobs. Challenges Various external factors such as inflationary pressures across the UK economy and the wider international geopolitical environment have impacted construction and materials costs. Increased construction costs, coupled with high interest rates for loan finance and lower investment yields have also impacted on the viability of externally funded projects which Fusion Assets looks to deliver, either solely or as a joint venture. This has caused some delays to projects and investments made. Despite these challenges, good progress has been made against improving our business and industrial infrastructure, as demonstrated in the “success to date” section above. Braidhurst Industrial Estate was chosen as a demonstrator project for improvements to our local light-industrial stock. This pilot project has experienced significant cost overruns due to rising material costs and inflation as well as abnormal costs due to the condition of the aging NLP units, which required significant works to upgrade electrics and to improve the energy efficiency of the units. These works, as well as significant wait times getting the utility companies onsite, have caused severe delays to programme which also substantially increasing costs to the project. However, once operational, the project is anticipated to deliver significant benefits to the local economy, supporting employment, business start-ups and expansion of local enterprises. Page 74 of 110
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Priority 4: Continuing to improve our connectivity and develop new opportunities to transform our road, rail and digital infrastructure Why is this set of indicators of interest? The Plan for North Lanarkshire ambition statement alignment Another key priority within the Transforming Places Programme of Work is the delivery of the City Deal Infrastructure programme which aims to increase Gross Value Added across the entire Glasgow City Region by providing increased access to jobs through improved connectivity to centres of employment and opening up development opportunity. We will connect North Lanarkshire to markets and opportunities by improving our strategic infrastructure. 2. Refocus our town centres and communities to be multifunctional connected places which maximise social, economic, and environmental opportunities. 4. Market and promote North Lanarkshire as the place to live, learn, work, invest, and visit. 5. Grow and improve the sustainability and diversity of North Lanarkshire’s economy 16. Transform our natural environment to support wellbeing and inward investment and enhance it for current and future generations Key performance indicator What does this tell us? Baseline Note: these figures are cumulative and not additional to each other Lead Team(s) By 2024/25 Short-term Medium- term Long- term 2025/26 2026/27 By next ERDP Review (2027/28) 2034/35 Actual Target Actual Target Target Target Investment made in key infrastructure projects (including City Deal projects) to date The amount (£) invested in key infrastructure projects (including investment made in City Deal projects to date). This includes NLC direct investment £6.8m Years: 2015/16 – 2018/19 £56.5m £69.89m £63.65m Red £70.75m £112.86m £277.58m City Deal & Regeneration Page 75 of 110
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and Glasgow City Region City Deal funding. This excludes Enabling Commercial Spaces funding which is captured under Priority 3: Business and Industry Number of key infrastructure contracts completed The number of key Enterprise Projects or City Deal infrastructure Contracts completed. A long‐term project can contain Multiple contracts 3 Years: 2015/16 – 2018/19 16 21 18 Amber 25 29 33 City Deal & Regeneration Km of active travel routes The amount (Km) of active travel routes created which will improve the ability of all people to walk, wheel and cycle throughout North Lanarkshire. This will help reduce Inequalities by providing people with more 0km Year: 2018/19 19.85km 21.8km 22.7km Green 28.0km 50km 125km Infrastructure & Transportation Page 76 of 110
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Opportunities to access employment, local services, education or training. ERDP Priority 4 Performance Summary: Total number of indicators Number of indicators with ‘Green’ status Number of indicators with ‘Amber’ status Number of indicators with ‘Red’ status 3 1 1 1 Success to date The following headline successes has been achieved since the commencement of the council’s City Deal Infrastructure Investment Programme: • £63.6m City Deal Programme investment to March 2026 (project development and delivery) • 18 infrastructure contracts delivered (City Deal contracts and other infrastructure contracts to support core City Deal projects). Gartcosh/Glenboig Community Growth Area (CGA): • Gartcosh Business Park to Glenboig Link Road project delivered (comprising three works contracts). • Benefits realisation has commenced as a result of the Glenboig Link Road project with housing developments at Gartcosh/Glenboig CGA and Fusion Assets investment in commercial/industrial units at Gartcosh Business Park. There has also been evidence of market interest (both residential and commercial) in the area. Motherwell Town Centre Transport Interchange: • Motherwell Station Park and Ride expansion project delivered. • Muir Street Interchange works completed in May 2023. Ravenscraig Infrastructure Access (RIA) South: • West Coast Mainline Crossing guided into place under a closure of the rail line in April 2023. • Demolition works completed to former business properties at Manse Road and Windmillhill Street during 2024/25. Page 77 of 110
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East Airdrie Link Road (EALR) • Outline Business Case approved August 2024. • In June 2025, Policy and Strategy committee approved the inclusion of the Towers Road Link within the scope of the proposed East Airdrie Link Road project. • Section one planning application for EALR submitted A8/M8 Corridor Access Improvements: • Options appraisal and concept design work progressed for Phase 1 and 2 of Eurocentral Strategic Active Travel Links project. • Consultants have now been appointed to prepare detailed designs, which is progressing well. Active Travel • Motherwell Station Active Travel Links Phase 1 (West Hamilton Street to Motherwell Civic Centre; Hope Street, Muir Street and Pollock Street) works completed on West Hamilton Street and from Asda to Camp Street at the Civic Centre. • Ravenscraig Active Travel Link Phase 2 works completed; feasibility study and options appraisal commission progressed for active travel links between Courington Road, Motherwell and Ravenscraig Regional Sports Facility with final outcome of the study due Summer 2025. • Alexander Street, Wishaw, Active Travel and Road Safety Improvements: construction completed. • Meadowhead, Wishaw, Active Travel and Road Safety Improvements: construction completed. • Glasgow Road, Wishaw, Active Travel and Road Safety Improvements: detailed design finalised and Phase 1 constructed. • Carnbroe Community Hub, Active Travel Links: detailed designs finalised and construction completed. Challenges Over the last 4 years in particular, a variety of external factors and challenges have affected construction and infrastructure activity which have impacted on project programmes and milestones: Various external factors such as the Covid‐19 pandemic, Brexit, the wider geopolitical environment and rising inflation across the UK economy have impacted construction and materials costs. Labour market and material supply issues have continued to impact on tender costs and put pressure on delivery timescales. Ravenscraig Infrastructure Access South – due to identified drainage design issues within the Motherwell to Ravenscraig works tender package. A revised procurement strategy for development of the new road between Windmillhill Street and the Ravenscraig Regional Sports Facility is now being taken Page 78 of 110
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forward as a series of smaller, related work phases. Spend profiles for future years will be based on this revised strategy. Advance demolition works at the former Evans Halshaw garage, former Cook and Indiis and YESS electrical site have taken place, to prepare the land for construction of the new road. A Value Engineering review commission was awarded and is now complete. This will inform the revised detailed design taking place over 2026. East Airdrie Link Road – the consultancy commission for preliminary design and statutory approval services for the East Airdrie Link Road has progressed well, with an updated alignment for the link road prepared and Environmental Impact Assessment work underway. Preparations were made for public consultation and submission of a PAN notice to the Planning Service. A planning application for section one was submitted in January 2026. A second application will be submitted in June 2026 for full scheme. Dialogue with NHS Lanarkshire on project interfaces with the Monklands Replacement Hospital Project has also progressed. Active Travel infrastructure – the council is continuing to progress strategic Active travel projects in accordance with the priorities identified in its Active Travel Strategy, including improving active travel connections to new Community Hubs. However, progress with delivering new/improved routes is largely dependent on availability of external funding with allocations generally made on an annual basis which makes forward planning more challenging. Page 79 of 110
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North Lanarkshire Council Report Enterprise & Fair Work Committee Does this report require to be approved? ☐ Yes ☒ No Ref PH/JG Date 21/08/26 Business Gateway Lanarkshire - Performance Report 2025/26 From Pamela Humphries, Chief Officer (Place) E-mail Jaz GharraMcBeth, gharramcbethj@northlan.gov.uk Executive Summary This report provides an update to Committee on the activities and performance of the Business Gateway Lanarkshire service from 1 April 2025 to 31st March 2026. During the period, North Lanarkshire Council continued to act as accountable body, responsible for the management and delivery of the Business Gateway Lanarkshire service which operates across the North and South Lanarkshire council areas. Service governance was maintained through regular meetings comprising North and South Lanarkshire Councils and Business Gateway Lanarkshire management. Recommendations It is recommended that the Enterprise and Fair Work Committee: 1) Acknowledge the performance of the service during 2025/6 2) Endorse improvements to service delivery for 2026/7 as set out in section 2.20 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 Brighter Futures Item 5 Page 81 of 110
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1. Background 1.1 Business Gateway is a national service which is delivered by individual Local Authorities to provide free, impartial advice and support to pre-start, new start and existing businesses. 1.2 Business Gateway has the following core service objectives: • Support more people with their ambitions to start a business. • Support more businesses to survive and achieve their growth ambitions. • Support more people with their aspirations for high business growth. • Support more people from underrepresented groups to access mainstream business support. 1.3 Underpinning the service objectives there is commitment to provide support across several themes. These include Carbon Reduction, Fair Work, Innovation, Internationalisation, Digital Upskilling, Community Wealth Building and Job Creation. In addition, Local Authorities have the flexibility to tailor services to address specific local needs and priorities. 1.4 In addition to national objectives, the following local priorities and objectives were agreed for 2025/26 to align to the plans for both North and South Lanarkshire Councils: • Increase the reach of Lanarkshire Business Gateway across all communities including a renewed focus and take-up of services from residents from rural communities and priority SIMD areas • Increase take-up of Lanarkshire Business Gateway services from under- represented groups including long-term unemployed, economically inactive residents, carers, young people, BAME, disabled people, restorative justice/ex- offenders • Increase focus and take-up of Lanarkshire Business Gateway services from Social Enterprises, employee-owned businesses and co-operatives • Inspire and increase engagement and take-up of services by young people focussing on enterprise pathways in schools, college (New College Lanarkshire/South Lanarkshire College), UWS, youth groups • Working alongside the Economic Development providing Business Gateway services to key sectors including construction, food and drink, creative industries, energy, manufacturing/engineering services, tourism and transport & logistics • Delivery of support to town centre businesses to support North Lanarkshire/South Lanarkshire town centre action plans • Increase engagement with non-engaged business and those who require additional support to survive 2. Report 2.1 Enquiries Clients typically access the Business Gateway service through making an initial enquiry through a number of different channels including: • the BG website (Planning to Start Review and Strengthen Your Business Review) Page 82 of 110
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• the Enquiry Fulfilment & Research Service (EFRS) – Telephone, E-mail and Social Media and 3) • through Local Contact – Telephone, E-mail, Social Media, Client and Partner Referral. Typically, Business Gateway Lanarkshire receives 3,000 enquiries per year, of which 2,000 relate to Pre-Start/New Start businesses with the balance of 1,000 being from established businesses. 2.2 2025/26 Enquiries Service Target Q1 Q2 Q3 Q4 Total % Target Achieved NLC SLC Total Enquiries 3000 798 833 621 3188 106% 1726 1462 936 54% 46% Pre-Start/ New 2000 549 593 415 615 2172 109% 1186 986 Business Enquiries 55% 45% Existing Business Enquiries 1000 249 244 206 317 1016 102% 540 476 53% 47% 2.3 Total Enquiry volumes exceeded targets in the period 2025-26. Performance was led by strong demand from pre-start/new businesses while existing business enquiries surpassed target for the first time since 2022. Enquiries were broadly balanced across both North and South Lanarkshire with the strongest enquiry months in April, September, January and March. These months involved key activities including; the launch of Council grant programmes and the Expert Help framework, Startup focus month with significant local marketing activity and a joint event supporting the Creative, Construction and Care sectors. The proportion of enquiries resulting in successful new business starts during 2025/6 was 1:3 this is an improvement on the 2024/5 performance level of 1:4. Business Start Up Service 2.4 Prior to being allocated a dedicated business adviser, clients at the pre-start stage are encouraged to complete a Planning to Start review which provides an overview of the stage they are at on their start up journey. This enables an adviser to have a more meaningful initial interaction with the client and for an individually tailored action plan to be produced. It also allows the adviser to identify potential early-stage growth businesses and classify them as pre-start plus, enabling more intensive support to be provided. Once a pre-start client commences trading, the business is classified as either a New Business or, if it has growth potential (hiring a team member, taking on a premises and/or achieving the VAT threshold) as New Business Plus, with ongoing support being provided during the first 12 months of trading. Page 83 of 110
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2.5 2025/26 Performance: Service Target Q1 Q2 Q3 Q4 Total % Target Achieved NLC SLC New Business Starts 650 150 172 138 142 602 93% 339 263 56% 44% New Business Plus 60- 100 32 23 21 10 86 143% 48 38 56% 44% 2.6 The number of customers supported to start a business remained strong during 2025/6. The 602 new business starts fell short of the target of 650 and can be attributed to a reduction in resource within the team of 8 business advisers (staff changes and absence). The New Business Plus categorisation exceeded the minimum target set. Performance has improved compared to previous years, although challenges with early stage growth include changes in employment law, inflationary pressure and the impact of increased National Insurance. 2.7 The service continues to support a diverse range of customers into starting a business. Of those supported, 336 businesses were female-led, representing 56% of all startups and reinforcing that the support is accessible and relevant to female customers across the area. Representation from minority ethnic communities continues to grow, year on year with 40 customers progressing to start across Lanarkshire. Engagement from young people under 25, showed positive movement with North Lanarkshire experiencing almost a 50% increase on the previous year at 46 starts, while South Lanarkshire remained in line with the previous year at 30. The number of customers reporting a disability and starting a business, also increased across both areas, rising by approximately 50% year on year to 26 in North Lanarkshire and 17 in South Lanarkshire. Specific activity with Pop up display stands and leaflets in Colleges, Job centres, presence at Job fayres and local community engagement event has worked well. Community champions will build on this progress by strengthening and expanding pathways that improve engagement among underrepresented groups. Key delivery partners include The King’s Trust, DWP, Routes to Work (north and south) and the colleges where joint working has contributed to the increase in engagement and startups. Existing Business Services 2.8 Businesses trading for more than 12 months are regarded as existing businesses and classified in one of the following ways: 1. Business Base – Any business that does not satisfy the criteria below or require intensive adviser support 2. Local Priority – A business that needs assistance to survive or achieve modest growth and which satisfies local priority criteria set out in section 1.4 3. Business Gateway Growth – A business with plans to increase turnover by a minimum of £200,000 within 3 years. Page 84 of 110
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2.9 2025/26 Performance Service Target Q1 Q2 Q3 Q4 Total % Target Achieved NLC SLC Business Base 750 231 185 188 291 895 119% 477 418 53% 47% Local Priority 100 20 12 26 52 110 110% 60 50 55% 45% Business Growth 150 28 36 36 29 129 86% 76 53 59% 41% 2.10 The performance was positive overall as the Business Base exceeded target with delivery building through the year and peaking in Q4 (291). This was due to the marketing activity to reach out to businesses within the Business Gateway database not currently receiving support to offer business support. Local Priority also surpassed target - driven by a strong performance in Q3 & Q4. The Business Growth categorisations fell short of target but had relatively steady quarterly performances. The shortfall to target was a direct result of a reduction in resource (staff absence). Expert Help Support (including Expert Surgeries and workshops) 2.11 The Framework Agreement for Expert Help consultancy support allows SMEs based in Lanarkshire to receive a one-hour surgery, 1 day (7 hours) or up to five days (35 hours) of fully funded consultancy support. This ensures that, in addition to 1-2-1 generalist support from a Business Gateway adviser, customers can access qualified consultants to provide bespoke advice and support. The procurement of the Expert Help Framework covers 4-years provision (2025-29) with the option to renew each year. The total value of the Framework is £1.4m over the 4-years (£350K per annum). Quality Assurance 2.12 The quality of Business Gateway service delivery in each Local Authority area is monitored by BG National via an independent research organisation – The Progressive Partnership. A survey is emailed to customers that have interacted with the service within two weeks and feedback is sought about satisfaction levels related to six criteria as shown in the table below. Based on client feedback, a score is generated on the number of very satisfied/satisfied responses received and measured against the national target of an 80% positive response. The respondent numbers are less than 5% of the total number of customers using the service, therefore Business Gateway at a national level is exploring new approaches for securing more meaningful engagement and feedback. Page 85 of 110
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2.13 2025/26 Performance: Service Average to date NLC SLC Satisfaction with BG 79% (71) 80% (69) Expectations Met/Exceeded 79% (70) 77% (69) Beneficial to Business 67% (39) 68% (38) Likelihood to Recommend 75% (69) 78% (69) Likelihood to Keep Using 75% (69) 83% (69) Satisfaction with Staff 89% (39) 85% (41) 2.14 As the response numbers for Lanarkshire are very low, they do not provide an accurate reflection of overall performance. However, the customer satisfaction measures for the small numbers demonstrate a strong and improving service offer across both North and South Lanarkshire. The average scores for overall satisfaction and expectations being met/exceeded highlight consistent delivery against client needs. Satisfaction with staff is a particular strength with high averages of 89% in north Lanarkshire and 85% in south Lanarkshire. Workshops/Events 2.15 A wide range of on-line webinars & tutorials are delivered by Business Gateway nationally addressing a variety of business themes with quality content and professionally delivered. In addition to the national offer, the advisory team responded to customer feedback and created new monthly bootcamps which cover the main topics of startup, marketing, cash flow and business planning. This allows advisers to deliver support on a “one to many” approach, maximising resource in the locations where there are a high volume of enquiries. This format also allows customers to meet in their local area and provides the opportunity to network with others whilst starting to build a customer base and secure supply chain contacts. 2.16 Workshops and attendance is noted below: Service Q1 Q2 Q3 Q4 Total NLC SLC Local Workshops 5 5 6 9 25 14 11 Booked 104 122 136 198 560 - - *Attended 69 80 61 116 *326 163 147 National Workshops 109 113 90 124 436 - - Booked 907 968 657 1152 3684 - - Attended 438 387 390 501 1761 761 1000 *Note: Total attended figure includes people from outside NLC & SLC. 2.17 The Business Gateway National events programme has recorded a total of 1761 Lanarkshire clients attending a variety of online events. Despite the higher than 50% drop off rate from booking to attending, 761 customers were from North Lanarkshire and 1000 from South Lanarkshire. Page 86 of 110
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Each of these customers have a profile created in CRM and weekly checks by the admin team ensure that an adviser is allocated to follow up with the customer to engage and provide support if required. To date, the local workshop offering includes monthly bootcamps for the startup/new business customers and monthly workshops style/networking events for the established business community. The attendance ratio is much higher for these in person events covering key business topics with 326 participants attending; 163 from north, 147 from south Lanarkshire and 16 from outside the Council areas. The towns where events have been hosted include: • North – Airdrie, Cumbernauld, Bellshill, Motherwell, Kilsyth • South – Larkhall, Douglas, Blantyre, Hamilton, Bothwell, Lanark Established business events allow the service to deliver information on trending topics for business owners using the Expert Help Framework and consultants. Subjects include; Cyber-crime and resilience, AI, NetZero, internationalisation and Business Strategy, Making Tax Digital, Procurement and Digital Marketing. By providing a space for customers to network with other business owners and share experiences and/or best practice, the Business Gateway team can then offer access to Expert Help and other Council provisions, including signposting to employability and grant funding. 2.18 Community Engagement A comprehensive programme of engagement was delivered across North and South Lanarkshire throughout the year. This included attendance at a range of regular networking events to build new connections, such as the Federation of Small Businesses, EK Collective co-working space, the Lanarkshire Hub monthly meetings, and The Hive's "Meet the Adviser" sessions. In addition, a number of sector-specific and partnership events were supported, including Meet the Buyer (Clark Contracts) in Airdrie, Skilled Trades and Build Lanarkshire activities, employability and skills engagement initiatives, DWP Jobs Fairs, college presentations, and support for the Lanarkshire Business Awards, Dragons' Lair, and Sharks' Reef programmes. The creation of the community champion role has provided clear ownership of key towns and allowed each team member to take a more organic approach to local activity. This has enabled Advisers to explore key projects and initiatives across all large towns and strategic economic areas in north and south Lanarkshire. The ambition is to strengthen connections between strategic services and communities, ensuring the business support service is accessible, visible and relevant across Lanarkshire. 2.19 Marketing Activity during the year focused on expanding Business Gateway Lanarkshire’s brand visibility through targeted community outreach. This included increased presence within the education sector, with marketing materials and digital screens at New College Lanarkshire and South Lanarkshire College and engagement with DWP/Jobcentre partners across Lanarkshire supported by pop-up promotion and leaflets. To raise awareness of available business grants and reach an existing business audience, a two-week digital marketing campaign was delivered during Q3. This generated over 250 enquiries of which 200 were allocated across the advisory team. Over 70% were from established businesses – of which there was a good split between Page 87 of 110
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new and lapsed customers. This demonstrated the effectiveness of targeted digital activity in stimulating demand and re-engaging previous service users. 2.20 Business Gateway Service Improvement Plan The review of the Business Gateway operating model aims to modernise the service by improving customer experience, strengthening business outcomes, and making more effective use of resources. The proposed changes respond to increasing demand, the need for more targeted support, and a greater focus on measuring business growth and economic impact. The revised model will introduce enhanced customer triage, reduce routine adviser activity, and increase specialist senior adviser capacity to provide more intensive support to priority and growth businesses. It will also strengthen partnership working, improve use of staff skills, and support a more proactive approach to business engagement. Overall, the operational changes are expected to improve service efficiency and resilience, enhance support for high-potential businesses, and deliver stronger performance monitoring and economic outcomes across Lanarkshire. The expected benefits include: • Improved customer experience by focusing support on engaged clients. • More adviser time available for meaningful interventions and business growth support. • Increased community presence through customised workshops, outreach and partnership activity. • Stronger pipeline of viable start-ups and growth businesses. • Enhanced support for businesses with complex needs, including growth, investment readiness, business survival and succession planning. • Better alignment of staff skills and roles, improving service quality and resilience. • Improved performance monitoring through regular reviews, impact tracking, and outcome-based reporting. • Creation of a strategic portfolio of Lanarkshire's key SMEs, enabling targeted support and stronger economic impact measurement. The proposed model shifts the service from a largely reactive, enquiry-led approach to a more targeted, proactive and impact-focused model. This will ensure resources are directed where they deliver the greatest value to businesses and the local economy. 3. Measures of success 3.1 The proposed service improvement plan will support and enable the following service targets to be achieved during 2026/27: • 3000 Total enquiries generated through national and local marketing activities (minimum baseline) • 2000 Pre-start customers supported (minimum baseline) Page 88 of 110
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• 650 – New businesses supported to start (retained at current level) • 72 New Business Plus businesses supported (minimum baseline) • 1000 Established business customers supported (minimum baseline) • 80 Local Priority or Growth category businesses (per Senior Business Adviser) actively supported (new target linked to service improvement plan) 3.2 Quality of service delivery will continue to be measured by an independent third party, co-ordinated by Business Gateway National to achieve a target of 80%. 3.3 The Business Gateway Lanarkshire service contributes towards the achievement of National Health Check Indicators by supporting growth in new business starts and improving the long-term sustainability and survival of local businesses. Office for National Statistics (ONS) Business Demography statistics record local and national performance and this will act as a baseline for future reporting as outlined below: • New Business starts per 10,000 working age population (16-64 years) 2024: North Lanarkshire: 51 Scotland: 51 • % of VAT/PAYE registered businesses that survive for at least 3 years 2021- 2024: North Lanarkshire: 53.4% Scotland: 57.6% 4. Supporting documentation • Appendix 1 – Business Gateway Lanarkshire Performance infographic 2025/6 Pamela Humphries Chief Officer (Place) Page 89 of 110
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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 service is open to all seeking assistance to set-up or grow a business. 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? HR advice was taken and acted on in relation to the service improvement plan (2026/7). 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 90 of 110
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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? BGL services will continue to be actively marketed to local communities including through Council social media and established communications channels. 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? A risk register for the service is in place and monitored in line with council guidelines. 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 91 of 110
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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 92 of 110
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Appendix 1 – Annual Performance infographic: Page 93 of 110
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North Lanarkshire Council Report Enterprise and Fair Work Committee Does this report require to be approved? ☐ Yes ☒ No Ref GPT-E&C-004 Date 21/08/26 Braidhurst Industrial Estate – Contract Variation From Pamela Humphries, Chief Officer (Place) E-mail Stuart Hodge, hodges@northlan.gov.uk Executive Summary In accordance with the council’s Financial Regulations, this report notifies the Committee of the Braidhurst Industrial Estate contract spend as the expenditure levels exceeded the contract award levels by greater than 5% or £25,000. This regeneration project attracted significant external funding support, with over half of the funding coming from the Scottish Government’s Regeneration Capital Grant Fund and Place Based Investment Fund as well as £600,000 match funding from North Lanarkshire Properties (NLP). Having recently completed in Summer 2026, the project has delivered upgrades to the general infrastructure of Braidhurst Industrial Estate including road and car parking works, as well as refurbishing 6 existing NLP owned and operated units to bring them up to modern standards and prolong the lifespan of these light industrial workspaces. Furthermore, 10 new industrial units have been constructed on a parcel of vacant and derelict land on Newhut Road within the estate, providing industrial units suitable for SME’s, a place for North Lanarkshire businesses to start and grow. Two of the ten newly constructed units will be reserved as rent-free spaces for community purposes, with details of tenants to be confirmed soon. The project is estimated to create up to 27 full-time equivalent (FTE) permanent jobs as well as safeguarding 80 existing jobs. This North Lanarkshire Council led project has also enabled private investment at the entrance of the estate, with a local life sciences business investing in the former vacant B&Q site, converting the property for their own purposes, retaining their business within North Lanarkshire and providing opportunities for expansion. Recommendations It is recommended that the Enterprise and Fair Work Committee: (1) Acknowledge the content of this report. Item 6 Page 95 of 110
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1. Background 1.1 The council’s Financial Regulations state that any variations where the outturn/expected costs exceed the tendered contract price by the higher of £25,000 or 5%, or where the outputs/outcomes achieved by the expenditure differ from those originally envisaged, shall be reported by the appropriate Chief Officer to the relevant Committee. 1.2 Due to the nature of construction contracts, a flexible approach is required to manage contract deliverables and desired outcomes and typically this is achieved by the inclusion of a contingency allowance to address unknown quantities or abnormalities. 1.3 Any construction works undertaken within the council’s portfolio may encounter issues that can result in additional costs after work has commenced. Large and complex civil engineering projects can present difficult ground conditions which have to be managed, addressing these issues is expensive. Asbestos is problematic and costly to address, as is rot works, especially within the Council’s ageing property estate. Working within “live” environments and restrictions of access is another contributing factor to prolongation related claims, with other expenditure being attributed to health and safety issues including addressing fire stopping issues. Additional client instructions being added to contracts following award will also increase the overall contract sum, but it should be noted that the scope of these instructions will be within the parameters of the original tender documents and rates will be a direct drawdown from those already provided or a benchmarking exercise is undertaken to demonstrate value for money. 1.4 The regeneration of the Braidhurst Industrial estate in Motherwell incorporated the following objectives: • Purchase of the vacant and derelict former Eagle Inn public house site on Bellshill Road. • Purchase and demolition of the former bookmaker’s cabin fronting onto Bellshill Road. • Demolition of fire damaged / partially collapsed buildings on the vacant and derelict land. • Refurbishment of six North Lanarkshire Properties (NLP) owned industrial units, bringing these dated units up to a modern standard and safeguarding them for years to come. • Creation of a new car park on the former Eagle Inn pub site. • Upgrade of existing car park. • Road and drainage improvements along Newhut Road. • Upgrade of turning head at the end of Newhut Road to facilitate improved delivery vehicle movements. 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 96 of 110
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• Development of 10 new start-up industrial units on the NLP owned vacant Newhut Road site, providing vital supply of incubator units for local SME’s to start-up and grow their businesses in North Lanarkshire. • Two of the ten units will be used by community organisations, with tenants still to be confirmed 1.5 The project secured £1.9m from the Scottish Government’s Regeneration Capital Grant fund, and a further £1.98m was allocated from the Scottish Government’s Place Based Investment Fund, as well as a contribution of £0.6m from North Lanarkshire Properties. The balance of funding has been met from the Place service’s Economic Regeneration capital programme allocation. 1.6 The construction contract to deliver the main works was awarded in accordance with the Council’s Contract Standing Orders in August 2023 at a value of £5,861,989 and was reported to the Enterprise and Fair Work Committee in September 2023. 2. Report 2.1 The regeneration of the Braidhurst Industrial estate has now been completed, and all the original and planned objectives have been delivered. 2.2 The six existing NLP owned units which were refurbished as part of this project were leased to four tenants (one tenant had three units). All of the original tenants were relocated to other NLP owned industrial estates to facilitate the refurbishment. 2.3 Of the four tenants, three have expanded their operations since relocating to new units owned and managed by NLP. 2.4 Following completion of the refurbishment, three units have been leased to a company already located on Braidhurst Industrial Estate who are having to vacate their current unit by September due to the owner selling the property. They were considering closing down so relocation to the NLP units has safeguarded 58 jobs. 2.5 NLP are progressing with the lease of a fourth existing unit and have had interest in the remaining two units. 2.6 Of the 10 new industrial units, NLP are finalising lease arrangements with one new tenant. Once fully occupied and let, it is estimated that these new units will create around 27 FTE jobs. 2.7 As part of the conditions of the RCGF funding, two new units are to be leased rent free to community or charitable organisations. NLP are currently in Heads of Terms with one charity organisation. 2.8 NLP are confident that all the units will be leased quickly as they are comparable with the units at Spruce Court, Motherwell, which are fully occupied. Rents for the new Braidhurst units will be set at a level similar to the Spruce Court estate. 2.9 Private sector investment has also flowed into the industrial estate, as an indirect benefit of the North Lanarkshire Council led project. A local life sciences business Page 97 of 110
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purchased the former B&Q site which was vacant. Following conversion, the business is now operating from their new Motherwell base, retaining these high-skilled jobs within North Lanarkshire and providing opportunities for future growth of the business. 2.10 However, the final contract value is projected to be £7,717,762, which is approximately £1.856m higher than the original contract value. 2.11 The project has been significantly affected by issues with utilities and utility providers. On breaking ground an uncharted utility pipe was uncovered resulting in a 6-week programme delay whilst the owner of the pipe was identified, and confirmation was obtained that the pipe was redundant. 2.12 Further contract delays were caused by utility provider, SPEN, whereby unforeseen but necessary works were required. This included the installation of electrical meters in the new industrial units connecting to the grid. Over and above this, a late requirement for SPEN’s infrastructure in the substation to be upgraded led to substantial delay and resulted in the site being decommissioned and subsequently recommissioned having an impact on programme and cost. SPEN did not advise that this upgrade was required for the commissioning of the units until a late stage. This was non-negotiable with SPEN and highlights the detrimental impact that utility companies can have on project delivery. 2.13 Additional works were required to the 6 existing units to bring them up to current standards, including electrical safety and fire protection measures. The extent of this work was not fully identified during the pre-works surveys of properties due to the units being occupied and therefore full intrusive surveys were not possible. 2.14 Additional spend was incurred due to ground conditions including soft spots which were not identified during site investigations resulting in additional ground remediation works. Unforeseen costs also arose from additional ground remediation and excavation works on the site of the new units due to greater and deeper levels of contamination than testing allowed for during the project feasibility stage and tree roots growing through utility cabling which required unplanned excavation. 2.15 During the works, amendments to scope of the retaining wall as required by Network Rail, additional surveys and unplanned work to the surface water drainage due to the condition of the drains, additional sub-surface works to Newhut Road to build up soft ground all contributed to the increased spend. 2.16 While a successful project, in terms of the project deliverables and long-term regeneration benefits, the project has been challenging particularly with the dependency on external parties, in this case SPEN, with very limited influence over their programming and costs which has resulted in the overspends detailed above. 2.17 The Project team have carried out a lessons learned workshop to identify challenges and how these could be prevented or mitigated for future projects. The lessons learned have been documented and shared, feeding into project management areas such as project development including scope and feasibility, cost estimates and contingency allowances, contract management arrangements, risk and issue management and cost control. Page 98 of 110
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3. Measures of success 3.1 The project has successfully delivered on its objectives outlined at 1.4 to regenerate the Braidhurst industrial estate and help create new employment opportunities. 3.2 The units are leased for market value and two charitable organisations are awarded a rent free unit each as per the RCGF funding conditions. 3.2 Contracts containing variances are managed by the council and are compliant with Financial Regulations, GSCOs and procurement legislation. 4. Supporting documentation 4.1 There is no supporting documentation. Pamela Humphries Chief Officer (Place) Page 99 of 110
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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 impacts have been agreed with Finance and the figures and sources of funding agreed. The additional spend has been met by the Place Based Investment Programme and the Place Service’s Capital funding. 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 100 of 110
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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? Contract management procedures may be susceptible to financial claims and legal challenge if they are not discharged in accordance with Contract Conditions, Financial Regulations, GCSO’s and procurement legislation. Accumulation of contract overspends may impact on future Capital Programmes. Project risks are logged on the appropriate Risk Registers and managed by the Service. 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 101 of 110
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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 102 of 110
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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 21/08/26 Re-appointment of Category B Directors - Routes to Work Ltd From Alison Gordon, Chief Social Work Officer (Education, Families, Justice & Integrated Practice) E-mail gordonal@northlan.gov.uk 1. Background 1.1 Routes to Work’s Board of Directors consists of up to twelve members – two are Category A members appointed by North Lanarkshire Council (one is an elected member, and one is a senior council officer) and up to ten Category B directors, who bring specialist expertise to the company and are selected through a formal nomination procedure. 1.2 The Board of Directors is responsible for ensuring that Routes to Work’s services are delivered in accordance with approved Service Level Agreements and charitable objectives and Board memberships are unpaid. The Board meets quarterly to fulfil its Executive Summary This report concerns the re-appointment of four Category B directors to Routes to Work Limited (RTW) who are reaching the three-year limit on their appointment by the Council and are willing to be re-appointed. Recommendations It is recommended that the Enterprise & Fair Work Committee: (1) Approve the re-appointment of the four Category B directors, referred to in section 2.3, to the Board of Directors of Routes to Work Limited. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (11) Increase economic opportunities for adults by understanding, identifying, and addressing the causes of poverty and deprivation and barriers to financial inclusion Programme of Work Brighter Futures Item 7 Page 103 of 110
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governance responsibilities which include operational delivery and management, staffing, financial control and reporting, health and safety, risk management and performance monitoring and reporting. There are three formal sub-groups of the Board that meet regularly. These have remits for Governance, Human Resources, and Finance. 2. Report Provisions of Articles of Association 2.1 The Articles of Association of Routes to Work Limited include the following provisions in respect of the composition of the Board of Directors and the appointment of Independent Directors: 60.2 a maximum of 10 directors shall be Category B Directors, who shall be appointed (after due consideration of the views of the board of directors) on the basis that: 60.2.1 they are representative of the community within the local authority area of the Council; and/or 60.2.2 they have specialist skills or expertise which would be of assistance to the board. 2.2 Under the terms of Article 65.1 the Council may appoint/ re-appoint any Category B Director (other than an officer, elected member or employee of the Council) in writing and signed by an appropriate officer with the guidance of the company’s nominations sub-committee. The appointment/ re-appointment of Category B directors is for a period of 3 years, after which directors must resign or be re-appointed by the Council and under Article 67 the Council is guided bt the Nominations Committee of Routes to Work ltd in its appointment of Directors. In addition, the Council can remove any Category A or B director from office at any time. 2.3 The re-appointment of the four Category B Directors listed below has been discussed at the Routes to Work Ltd Board and it was agreed that the Council be approached to secure the necessary approval for these re-appointments. The directors seeking re- appointment are: (i) Professor Dr Christopher Moore (ii) Phil Kinnell (iii) Alan Hughes (iv) David Strain 2.4 The independent directors proposed for re-appointment have clear expertise within areas that can support Routes to Work Ltd and a profile of each is included in Appendix 1. Page 104 of 110
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3. Measures of success 3.1 Routes to Work Limited continues to utilise the experience and support of its independent directors. 4. Supporting documentation 4.1 Appendix 1 Profile of Category B Director Proposed for Re-appointment to Routes to Work Limited Board. Alison Gordon Chief Social Work Officer (Education, Families, Justice & Integrated Practice) Page 105 of 110
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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 Yes ☐ No ☐ 5.6 Technology / Digital impact Page 106 of 110
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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 and controlled through the strong monitoring arrangements and reflected in Council risk registers. 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). Page 107 of 110
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If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 108 of 110
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APPENDIX 1 Profile of Category B Directors Proposed for Re-appointment to Routes to Work Limited Board: 1. Professor Dr Christopher Moore Professor Moore is Principal and Chief Executive of New College Lanarkshire. Prior to his appointment at NCL, he held senior leadership roles at Universities in Edinburgh, Glasgow and York. He has a Professorship at the University of Manchester and was recently appointed as visiting Professor at the University of the West of Scotland. With a PhD in Marketing, he has a business research background and served for three years as expert adviser to the Management Board of Marks & Spencer PLC. During his time at NCL, he has established an Undergraduate School, a digital learning campus, as well as the first national Centre for Brain Health in Health and Social Care in Scotland. In Autumn 2026, NCL will launch the Scottish Centre for Dental Nursing Education at the Coatbridge campus. Professor Moore serves as the Vice Chair of the Coatbridge Neighbourhood Board and was appointed Deputy Lieutenant for Lanarkshire in January 2026. Since being established in 2002 the Principal of New College Lanarkshire has always been invited to play a role on the Routes to Work Board, and this reflects the clear links between reducing unemployment and skills development. 2. Philip Kinnell Phil is an expert procurement professional who has recently taken up a senior role with Scotland Excel, having previously worked with BIP Solutions Limited for over 23 years in a variety of procurement and supply chain roles, including a two year secondment and the delivery of research services to the Scottish Government. It was during his time at BIP Solutions when Phil first came into contact with Routes to Work Ltd when he led on the project in 2016 to establish our public procurement function, including analysis of the legal and practical aspects, delivery of a Procurement Manual and Knowledge Transfer Workshops for the wider management team and connected stakeholders. Since this commission in 2016, Phil has provided both commissioned and pro-bono support to the management team at RTW around various procurement matters and stated in his application that he has “long admired Routes to Works's role in securing sustained employment and changing many thousands of lives for the better. Working with an organisation with such a great reputation and the opportunity to make a positive socioeconomic impact is something I know I’d find fulfilling”. Having left the organisation that had a commercial relationship with Routes to Work Ltd around 3 years ago, Phil was free to join the Board with the support of his new employer and has been a member of the Routes to Work Board for most of that time. Phils’ Skills include: Procurement Practitioner - Public procurement practitioner and consultant with expansive knowledge of EU Procurement Directives, Scottish and UK legislation, policy and public procurement case law (UK and EU). Experienced Project and Programme Manager/Director. Practical commercial experience of regulated procurement and supply chain management including, market engagement and sourcing, negotiation and contract management. Experienced at drafting specifications, contract documents (e.g. award letters), and all other required documentation for public procurement exercises. Phil also has an excellent depth of knowledge, experience and skills in training, research, eLearning and supply chain development. Page 109 of 110
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3. Alan Hughes Over the course of his career in education and economic development, Alan has worked on both policy development and operational delivery, enabling him to understand the intricate dynamics of program implementation and its alignment with broader strategic goals. He began his professional journey as an enterprise development officer in Craigmillar, Edinburgh, where he spearheaded initiatives to establish a credit union, community businesses and coordinated transnational projects, empowering young individuals with essential work-related skills. Alan has spent the largest proportion of his working life in Lanarkshire with the Lanarkshire Development Agency and Scottish Enterprise and with the college mergers and has seen first-hand what a difference Routes to Work has made over the years and is keen to make sure that success continues. Alan has been a member of Routes to Work Board for almost 3 years. Throughout his career, Alan has maintained an unwavering passion for creating opportunities for individuals to access the job market, opening doors for their personal and professional growth. As a transformation and technology consultant, his commitment to this cause has only deepened over the years. Recently, while working in the technology sector has been actively exploring ways to collaborate with voluntary sector agencies to provide valuable training and employment prospects through the innovative use of Salesforce technology. In addition to his experience in education and economic development, Alan possesses a strong grasp of governance principles having established the Joint Skills Committee for the Scottish Funding Council and Skills Development Scotland. Current and recently held positions: • Graduate Mentor for Edinburgh Napier University • GDPR and PCER champion University of Edinburgh • Member of CRM Higher Education Group • Advisor Larbert High Schools STEM Academy • Member of the Scottish Governments Skills Utilisation Advisory Group • Founding director of Edinburgh Community Food Initiative in the 1990s. 4. David Strain David is a highly accomplished business leader/ mentor offering a wealth of expertise from start-ups and charities to senior roles in blue-chip corporations. He has extensive experience across a diverse range of industries with international companies . Consistently driving company developments, ensuring impressive improvements in profitability and efficiency, David is skilled in leading highly complex change management. A strategic thinker with keen problem-solving abilities, David draws on over 25 years’ experience, bringing invaluable insight and intrinsic worth to the Board room. David was born and brought up in North Lanarkshire and spent the largest slice of his career working for Honeywell, probably the largest private sector employer in NL, where he started as an apprentice and progressed to senior global roles. In the last 5 years since moving into semi-retirement, David has used his experience and talent in advisory board and Non- Executive Director roles which he believes could provide valuable experience for the RTW Board. David has been a member of Routes to Work Board for almost 3 years. Page 110 of 110