Agenda Document Pack - Enterprise and Fair Work Committee - 04/09/2023
North Lanarkshire Council · 4 September 2023
Back to Enterprise and Fair Work Committee — 4 September 2023 and its agenda
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24 August 2023 Members of the Enterprise and Fair Work Committee Chief Executive’s Office Archie Aitken Chief Officer (Legal & Democratic) Civic Centre, Windmillhill Street, Motherwell ML1 1AB www.northlanarkshire.gov.uk Notice is given that a Meeting of the Enterprise and Fair Work Committee is to be held in the Council Chamber, Civic Centre, Windmillhill Street, Motherwell, ML1 1AB on Monday, 04 September 2023 at 10:00 AM which you are requested to attend. The agenda of business is attached. Archie Aitken Chief Officer (Legal & Democratic) Members : Clerk Name: Clare Louise McDonald Clerk Telephone: 01698 302190 Clerk Email: mcdonaldcl@northlan.gov.uk A McVey, F McKay, A Bustard, D Crichton, P Di Mascio, K Docherty, K Duffy, H Dunbar, W Goldie, L Jarvie, A Khan, K Larson, J Leckie, J Logue, F MacGregor, A Masterton, A McCrory, M McPake, L Nolan, L Roarty, G Robinson, R Sullivan, J Toner, S Watson, C Williams. Page 1 of 98
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Agenda 1 Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 2 Transforming Places Economic Regeneration Delivery Plan and Performance Framework - Annual Progress Update Submit report by the Chief Officer (Place) providing an update on the progress being made towards the implementation and delivery of North Lanarkshire's Economic Regeneration Delivery Plan (ERDP) and associated Action Plan (copy herewith) 5 - 48 3 Smart Hub Lanarkshire - Phase 3 Funding (UKSPF) Submit report by the Chief Officer (Place) providing an update on the outputs and outcomes of Smart Hub Lanarkshire, detailing plans to continue a phase two delivery programme (copy herewith) 49 - 56 4 Re-appointment of Category B Director Routes to Work Submit report by the Chief Officer (Education - South) seeking approval for the re- appointment of the Category B Director to the Board of Directors of Routes to Work Limited (copy herewith) 57 - 62 5 Contract Variation - Allotment Projects Submit report by the Chief Officer (Place) to inform of a variation in costs against tender contract price incurred on two projects undertake by the Growth Team (copy herewith) 63 - 70 6 Transforming Places: Contract Award for the Centre Cumbernauld Asset Management and Property Management Submit report by the Chief Officer (Place) advising of the award of contracts for Asset Management Services and Property Management Services at The Centre, Cumbernauld (copy herewith) 71 - 78 7 Transforming Places: Contract Award for Braidhurst Industrial Estate Works Contractor Submit report by the Chief Officer (Place) advising of the award of a contract for Braidhurst Industrial Estate Works to Tilbury Douglas Construction Ltd (copy herewith) 79 - 90 8 Contracts Awarded below Committee Approval Threshold Submit report by the Chief Officer (Asset and Procurement) providing notification of the contracts awarded between 1 April and 30 June 2023 with a value below the financial threshold requiring Committee approval (copy herewith) 91 - 98 EXCLUSION OF PUBLIC The Sub-Committee is asked to consider passing the following resolution: "That under Section 50A(4) of the Local Government (Scotland) Act 1973, the public be excluded from the meeting for the following item of business on the grounds that it involves the likely disclosure of exempt information as defined in paragraphs 6 & 14 of Part 1 of Schedule 7A of the Act". 9 Business Gateway Lanarkshire - Future Delivery Model Submit report by Chief Officer (Place) advising of the outcome of an options appraisal and risk assessment undertaken to consider and evaluate the most appropriate future delivery model for the Business Gateway Lanarkshire Service (copy herewith) Page 3 of 98
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North Lanarkshire Council Report Does this report require to be approved? ☐ Yes ☒ No Ref PH/DG Date 01/09/23 From Pamela Humphries, Chief Officer (Place) E-mail Greerd@northlan.gov.uk Telephone Executive Summary David Greer, Growth Programme Manager: 0758 305 9816 The purpose of this report is to update committee on the progress being made 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 2022/23. 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 Enterprise and Fair Work Committee: (1) Consider the content of this report and progress made towards the delivery of the 2022/23 ERDP Action Plan, which was approved by Enterprise and Growth Committee in February 2022. (2) Acknowledge the wider progress and performance against the ERDP 2019-2023, 2023-2028 and beyond. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth (2) Refocus our town centres and communities to be multi- functional connected places which maximise social, economic, and environmental opportunities Enterprise and Fair Work Committee Transforming Places Economic Regeneration Delivery Plan and Performance Framework – Annual Progress Updates Item 2 Page 5 of 98
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1. Background (3) Maximise the use of our marketable land and assets through improved development in business and industrial infrastructure (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 1.1 The 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 Economic Regeneration Delivery Plan (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 2022/23 Action Plan was approved by Enterprise and Growth Committee in February 2022 and the current 2023/24 ERDP Action Plan was approved in February 2023. 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. Page 6 of 98
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2.2 2022/23 Action Plan – Performance Review 2.2.1 Appendix 1 provides an update on the ERDP Action Plan objectives and targets achieved during 2022/23. 2.2.2 Good progress continues to be made against the ERDP’s key objectives with highlights during 2022/23 including: • the delivery of an additional 152 new affordable homes via the New Supply Programme, taking completions to 1,646 by 31 March 2023; • 11 low carbon (net zero) homes at Dykehead Road, Airdrie were completed and handed over to NLC, as part of the council’s ambition to ensure our homes are sustainable and fit for purpose; • Town Action Plans (TAP) have been subject to public consultation and are nearing completion for the towns of Airdrie, Motherwell and Wishaw. • £9.225m was secured from the UK Government’s Levelling Up Fund to support the delivery of the Town Vision for Cumbernauld, including the acquisition of The Centre Cumbernauld (completed in June 2023); • Registered Social Landlords (RSLs) delivered 291 units at town centre developments (including edge of town); • Fusion Assets enabled the delivery of 47,500 sq.ft new business and industrial workspace at Link Park, Newhouse (plot A2) through a development agreement; • Significant progress was made on the delivery of City Deal projects, such as the Ravenscraig Access infrastructure and the West Coast Mainline crossing (the rail bridge was installed at Ravenscraig in April 2023) during 2022/23. • Commsworld has delivered 162,000 metres of fibre infrastructure and will complete the fibre rollout by November 2023. 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 under the first ERDP, included: • 630 homes brought into council ownership via the Open Market Purchase Scheme, including some homes previously sold under the Right to Buy. • Over £73 million invested in town centre (including edge of town) developments, of which around £32 million was secured via external funding sources. • Town Visions created for all eight North Lanarkshire towns, with each town scheduled to have an accompanying Town Action Plan in place by early 2024/25; • 1,663 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 Caledonian Avenue (Bellshill), Berryhill Road (Cumbernauld), 95 Main Street (Kilsyth) and Roberts Street (Wishaw) amongst others. • 117,410 sq.ft of business and industrial workspace created or refurbished as a result of investment by NLC, Fusion Assets and North Lanarkshire Properties (NLP). • £42.34M invested in key road infrastructure projects funded via NLC and the Glasgow City Region City Deal Page 7 of 98
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3. Measures of success 3.1 The annual ERDP Action Plan contains various targets, the delivery of such being key to the success of the refreshed ERDP. 3.2 A robust Economic Performance Framework has now also been established and contains a series of key performance indicators, with short, medium, and long-term targets attached as the operational measures of success. 4. Supporting documentation 4.1 Appendix 1 Economic Regeneration Delivery Plan Action Plan 2022/23 – End of year performance report 4.2 Appendix 2 ERDP Performance Framework Pamela Humphries Chief Officer (Place) Page 8 of 98
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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 ☐ The Equality Impact Assessment for the Economic Regeneration Delivery Plan has been undertaken and is published on the council’s web site 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 9 of 98
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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, increasing economic output and helping address social and economic inequality. This would result in economic and social benefits to residents and business 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). Page 10 of 98
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Appendix 1 ERDP Action Plan 2022/23 End‐Year Performance Report Page 11 of 98
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Theme: Live Priority 1: We will help deliver the homes North Lanarkshire needs to grow Key Action Milestone Target Update RAG Ensure our future housing mix supports social inclusion and economic growth Deliver the New Supply Programme 1,894 new council homes, in total, projected to be completed by 2022/23 (including open market purchases) 152 new council homes completed during 2022/23. As at end of 2022/23, 1,646 new council homes are complete (including Open Market Purchase Scheme). Amber A further 521 homes are currently under construction. Target expected to be met during 2023/24. Enable the private sector to support the delivery of the New Supply Programme Progress delivery of 44 acquisitions of new build housing from the private sector through the development and delivery of a pathfinder approach and other partnership arrangements in 2022/23 Five projects with a combined total of 90 affordable homes now under construction for NLC, on mixed tenue sites via private developers. Green Prepare and support the delivery of the Strategic Housing Investment Plan (SHIP) Annual SHIP prepared which identifies suitable deliverable sites to meet Local Housing Strategy priorities and maximise the use of available Scottish Government investment target for 2022/23 of £32.967m SHIP (2023/24 ‐ 2027/28) formally approved and published on NLC website. SHIP (2024/25) currently being developed. Due for submission in October 2023. Green Ensure our homes are sustainable, digitally connected and fit for purpose Develop demonstrator projects which support the council’s ambition for digitally connected and carbon neutral living Develop an interactive smart home standard for future use in new build Homes (through enabling technology to be installed post 2022/23 drawing upon lessons learned from the smart homes pilot at Kerr Grieve Court retirement housing complex) FTTP and Cat5e cabling now supplied as standard in NLC new build homes to support future technologies and use of telecare/telehealth solutions. Development of a full interactive smart home model continues to be progressed. Amber 19 pilot eco homes delivered at Dykehead Road, Airdrie featuring air source heat pump heating, increased Photovoltaics and powerwall battery storage. First 11 low carbon (net zero) homes at Dykehead Road, Airdrie now complete and handed over to NLC. New Supply project at Brandon Street, Motherwell, featuring ground source heat pumps, currently under construction. Green Page 12 of 98
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Theme: Invest Priority 2: We will reshape and repopulate our town centres Key Action Milestone Target Update RAG Deliver Town Visions for North Lanarkshire Develop Town Centre Action Plans for all town centres Complete Town Centre Action Plans in consultation with Community Boards for 3 town centres. Town Action Plan consultations were held during May‐ June 2023 for the towns of Airdrie, Motherwell and Wishaw. The finalisation of these three TAPs are now nearing completion. Amber Develop a sense of place by protecting, repurposing or redeveloping vacant, derelict or unused priority buildings and sites within our town centres and investing in town centre regeneration activity that will support the delivery of the town visions Develop and implement plans to repurpose and redevelop vacant, derelict or unused priority buildings and sites within our town centres aligned to Town Visions and promote Town Centre Living Develop business case for the delivery of 5 town centre projects to ensure NLC have ‘shovel ready’ projects that can help secure Scottish Government planned investment for ‘Town Centres’ and ‘Place’ over the next 5 years. A feasibility study and project brief were completed for a number of gap sites and housing conversion sites to support a Levelling Up Fund Bid for Airdrie Town Centre. This study covered 5 projects: Coats House, the former Citizens Advice Bureau, the Police Station, the former Poundstretcher property, a block at 5‐17 Graham Steet and a site at East High Street with estimated construction costs totaling more than £17m. The LUF application was submitted but unfortunately was unsuccessful. However, the council did secure £0.15M development funding from Historic Environment Scotland and the National Heritage Lottery Fund to support a future bid to these funders to enable the delivery of a £3.1M heritage conservation project for Airdrie Town Centre entitled ‘Rediscovering Airdrie’. In addition to the plans supported in Airdrie, during 2022/23, feasibility studies were also commissioned and initiated for projects in Bellshill, Motherwell and Coatbridge Town Centres, These will enable the future development of business cases for the regeneration and improvement of a number of sites and assets. Green Page 13 of 98
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Develop an action plan for key vacant and derelict properties across North Lanarkshire (including town centre properties) Via the Town Action Plans, which are currently under development, plans will be identified for the regeneration of key vacant and derelict properties within our 8 town centres. Opportunities will be assessed according to funding availability and deliverability. Amber Develop a strategy for town centre living as part of the emerging town action plans Town Action Plans are in the process of development (and are nearing completion for Airdrie, Motherwell and Wishaw). NLC's Growth and New Supply teams will continue to work together, alongside RSL's and other relevant external agencies to prioritise town centre living and deliver these opportunities where appropriate. During 2022/23, we have continued to progress town centre living projects such as the former Orrs building in Airdrie and the former YMCA property on Brandon Street, Motherwell. Amber Complete acquisition of 3 town centre properties/ sites earmarked for conversion/property improvement schemes in 2022/23. Two parcels of land acquired at the rear of 39‐41 Main Street, Coatbridge which will form part of a larger development once all acquisitions are complete. In addition, although the acquisition of The Centre Cumbernauld was delayed, this was completed in June 2023. A number of other negotiations to acquire further properties also took place in 2022/23 and are continuing. These further acquisitions are expected to follow during 2023/24, following necessary due diligence. Amber Page 14 of 98
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Finalise land packaging of two key brownfield town centre sites for residential development Kings House, Wishaw site investigations and demolition now complete. This cleared site will form part of the Stewarton Street and Kings House development which is expected to deliver 18 residential units in total. A planning application has now been submitted for this project. Green Two parcels of land were purchased during 2022/23 at Main Street, Coatbridge in addition to sites purchased in previous financial years. This will form part of a larger project to deliver 49 units at this site. Two further properties remain outwith NLC ownership and negotiations are ongoing. Completion of 200 new town centre/edge of town homes by NLC and RSL’s during 2022/23. 291 units delivered during 2022/23 at town centre/edge of town developments including Tinkers Lane (Motherwell), Burns Road (Cumbernauld), Broomknoll Street (Airdrie), 449 Main Street (Bellshill) and Main Street (Wishaw). Green Undertake a Green/Blue feasibility study in conjunction with Scottish Water to look at options for using suitable vacant and derelict land to remove surface water from the overloaded combined sewer network to provide ‘credits’ which could be used to offset development within a town centre site. This could potentially provide opportunities to develop town centre sites that currently have complex drainage issues which would otherwise be difficult to redevelop. Study took longer than initially anticipated due to assessment of various options. Due for completion Q3 2023. Amber Support new investment within North Lanarkshire Town Centres (and wider community regeneration and place making) Identify and Secure new investment for North Lanarkshire’s Town Centres Delivery of the Scottish Government’s Place Based Investment Programme budget allocation – with specific investment focus on town centres All Place Base Investment Programme (PBIP) funds for 2022/23 (£2.436m) were contractually committed as per funding requirement. Green Submit UK Levelling Up Fund bids for Airdrie, Cumbernauld and Coatbridge town centres 3 bids were submitted to the UK Government's Levelling Up Fund. The Cumbernauld bid was successful with NLC receiving £9.25m to support the delivery of the town vision for Cumbernauld, including Green Page 15 of 98
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the acquisition of 'The Cumbernauld Centre' shopping mall. Support and enable a minimum of 3 Community Regeneration/Place making bids through, for example, RCGF and V&DLIP funds. Submitted 5 bids to RCGF and 3 bids to VDLIP Round 1. Motherwell FC Well Hub project was successful in securing £215k from the Scottish Government's RCGF and Glenmanor Greenspace secured £230k from VDLIP. Bids were submitted to Historic Environment Scotland and the National Lottery Heritage Fund for development funding towards the Rediscovering Airdire project. Awards of £50k (HES) and £100k (NLHF) were later announced in June 2023. Green Theme: Work Priority 3: We will enable our people and businesses to thrive Key Action Milestone Target Update RAG Maximise the use of our marketable land and assets through the development of business and industrial infrastructure Improve the provision of high‐ quality business and industrial space either directly or through our ALEOs and Joint Ventures NLC investment of a minimum of £2.5M for key business and industrial infrastructure projects Fusion Assets have invested £1.15M VDLF in enabling works for industrial development at Gartcosh Business Interchange, as part of an overall £1.7M infrastructure project (completed in June 2023). A further £1.9M was secured for 2022/23 investment at Ravenscraig Business Land, Plot 1 although the acquisition of this site was delayed. This money will be carried forward as the acquisition of this site to Fusion Assets has now been agreed with Ravenscraig Ltd. subject to the Scottish Government approval of further funding (NLC’s 23/24 VDLF Programme) to ensure funding is available to complete all initial remediation and enabling works at this site as a condition of sale. Further additional funding has been secured for significant investment in business and industrial infrastructure during 2023/24 for the upgrading of Amber Page 16 of 98
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Braidhurst Industrial Estate (Motherwell), Condor Park (Eurocentral) and Link Park (Newhouse). 5.43ha of land to be improved or enabled (by NLC/NLC ALEO) for industrial or business use in 2022/23 Fusion Assets remediated 3.69ha of land at Gartcosh Industrial Park, Phases 3 & 4. Future development has also been enabled through VDLF funding secured for the acquisition of Ravenscraig Business Park Plot 1 (2.55ha) Amber £11.64M external (including private sector) investment secured by NLC/NLC ALEO for business and industrial infrastructure in 2022/23 £7.55M has been invested by Realty Corporation at Link Park (Plot 2 – Co‐op site), enabled by previous investment in this site by Fusion Assets. This has released £1.5M to Fusion Assets to support the construction of a second industrial unit at Link Park (Plot 1) costing £2.156M (including £0.656M provided through NLC’s VDLF Programme). These works have now been contracted and are due to be completed late 2023. An additional £1.8M VDLF investment was also secured during 2022/23 for works at Ravenscraig business land and Gartcosh Business Interchange with a further £1.8M being sought for industrial infrastructure works for 2023/24. Amber 47,500sqft of new business and industrial workspace completed (by NLC/NLC ALEOs) in 2022/23 at Link Park, Newhouse. Fusion Assets has delivered 47,500sqft at Link Park, Newhouse (Plot A2) through a development agreement. Green Enable private sector investment for business and industrial Work with Fusion Assets to procure joint venture private sector investment partner for a minimum of 1 new industrial/office development. Condor Park Joint Venture has been agreed, subject to a further phase of enabling works being undertaken and loan finance being secured. Amber Page 17 of 98
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infrastructure Develop the business case required to support the capital investment required to further support Fusion Assets and help accelerate industrial/office construction works through Joint Venture partnerships. Due to budget constraints, additional NLC funding could not be provided to help accelerate the growth of Fusion Assets. Instead, business cases have been prepared for individual projects to help Fusion Assets secure funding for future development, and ultimately company growth. Amber Ensure our investment activities deliver inclusive growth Support investment in local business infrastructure that will enable the growth of micro‐ businesses and SMEs (particularly within recognised areas of need) Progress delivery of a regeneration scheme for Braidhurst Industrial Estate that can be used as a demonstrator project which can potentially be rolled out for the renewal of older/edge of town industrial estates across North Lanarkshire. Design team appointed and the preferred contractor identified. Works due to start on site late Summer/early Autumn 2023. Green Business & Industry Strategy Develop a 5‐year Business and Industry Strategy in line with Investment opportunities and to support development of new Local Development Plan Development of Business and Industry Strategy underway including assessment of sites currently allocated for business and industrial development within Local Development Plan. Amber Theme: Invest Priority 4: We will connect North Lanarkshire Key Action Milestone Target Update RAG Deliver the City Deal Programme Construct Ravenscraig Access Infrastructure to support the redevelopment of Ravenscraig and connect the M74 to M8 as part of Pan Lanarkshire Transport Corridor Deliver construction enabling works for West Coast Main Line crossing. West Coast Mainline Crossing construction progressed over 2022/23 with the crossing moved into place under railway in April 2023. Green Page 18 of 98
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Construct East Airdrie Link Road as a key North South route as part of the Pan Lanarkshire Transport Corridor Appoint consultants to take forward detailed design of the road and active travel infrastructure The scope for the Stage 3 commission has been finalised. Tenders will be issued in July 2023. It is aimed to appoint a consultant by the end of 2023. Amber Develop Outline Business Case for submission to the City Deal Cabinet The OBC will now be submitted in late 2023 for consideration at the February 2024 Glasgow City Region City Deal Cabinet. Amber Create an improved transport interchange at Motherwell Rail Station to support sustainable and active travel and create an improved gateway into the Glasgow City Region. Completion of Motherwell Rail Station Works (by ScotRail) Over 2022/23 the works at Motherwell Rail Station progressed. However, delays to completion were experienced due to various issues including utilities and structural. The work were completed in June 2023 with an official opening on 20 June. Amber Completion of Muir Street works. Over 2022/23 the works progressed, however, delays to completion were experienced due to utilities issues and interactions with the Motherwell Rail Station contract which was in delay. The works were completed and the new infrastructure opened in May 2023, with an official re‐opening in June 2023. Amber Contribute to the construction of Orchard Farm roundabout to support development on the A8/M8 Outline Business Case approval by the City Deal Cabinet The Outline Business Case (OBC) was approved in August 2022. The project is led by a private sector partnership. It is aimed to progress a funding agreement with the partnership to conclusion by Q3 2023/24 with submission of a Full Business Case (FBC) now targeted for mid‐2024. Green Deliver infrastructure that will complement and add value to the City Deal Investment Enable and take forward investment within Ravenscraig Submit UK Levelling Up Fund bid to support future enabling investment at Ravenscraig. A bid for Ravenscraig was submitted to Round 2 of the UK Governments Levelling Up Fund during 2022/23. Unfortunately, the bid was unsuccessful. Green Page 19 of 98
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Alternative options are now being considered to bring forward enabling works investment on the identified site. Delivery of Ravenscraig Active Travel Link (RATL) infrastructure. Work on the RATL phase 2 project has progressed over 2022/23 with completion in July 2023. Green Take forward investment to improve connectivity to/from Motherwell Rail Station and promote sustainable/active travel. Deliver Phase 1 of active travel route infrastructure between Motherwell Rail Station, Motherwell town centre and Strathclyde Country Park. Phase 1a of the Motherwell Station Active Travel Links project was delivered over Q3 and Q4 of 2022/23, with investment of circa £200k. Delivery of Phase 1b has been delayed due to additional scope requirements identified, which require a new tender process, and new utility risks which need to be assessed. It is planned to re‐tender and deliver this phase, along with Phase 1c, over 2023 and 2024. This is dependent on a full funding package being assembled. Amber Ensure our investment infrastructure contributes to the council’s ambitions for carbon reduction Support the delivery of EV infrastructure across North Lanarkshire and at key transport locations Develop and deliver an EV Charging Strategy for North Lanarkshire (as part of a wider Regional Strategy) Mott McDonald has completed an EV strategy that will support access to Scottish Government funding. Additional work has also been completed around fleet. Green Establish an EV Charging Working Group to support the development and delivery of EV Charging within North Lanarkshire EV Working Group established. Green Page 20 of 98
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Deliver a worldclass digital infrastructure across North Lanarkshire Support the delivery of the Framework Agreement for the Provision of Digital Connectivity Services and associated Call‐Off contracts Detailed delivery targets to be set in line with the project plan once Framework is in place and initial project plan approved. The project to deliver full fibre connectivity through the Council is progressing with 63 sites migrated to the Commsworld Wide Area Network (WAN) service. Commsworld have delivered 162k metres of Fibre Infrastructure (99% against January target of 163k) and will complete the WAN and fibre rollout by November 2023 which has been extended by 4 months due to civils construction delays. The fibre infrastructure is key to enable other call off contracts including the provision of Internet Services and Public Wi‐Fi. The Public Wi‐Fi service will incorporate town centres and nominated public use buildings and spaces where this service will provide service and community benefits. The infrastructure being deployed will be a key enabler for further digital opportunities throughout North Lanarkshire. Amber Support the Development and Delivery of Proof of Concepts; Added value provisions; and Community Benefits identified within the Framework and Call‐Off Contracts Commsworld have been actively engaging with the council over the added value and community benefits offered within the council. Highlights as at 31st March 2023: • 3 Modern Apprentices have been recruited undertaking placements both with Commsworld and the council • A Flagship Primary School STEM event in partnership with SMARTStems and Young Enterprise Scotland took place at New College Green Page 21 of 98
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Lanarkshire in February 2023 with 200 pupils from 11 schools attending. • 15 STEM career workshops in partnership with SMARTStems have been delivered to 765 pupils across 15 schools. • 14 Enterprise Inspiration sessions have been delivered in partnership with Young Enterprise Scotland Commsworld have been liaising with the Driving Digital Locally Group to identify actions within the LOIPs to improve digital capabilities within local communities. Active Travel Support and Enable Investment in Active Travel A further 10km of Active Travel routes enhanced or created during 2022/23. A total of 5.66 kms of active travel infrastructure was created in 2022/23. Projects include Newhouse to Salsburgh, A71 Horsley Brae (Wishaw), South Biggar (Airdrie), Woodside Street (Coatbridge), Ravenscraig Active Travel Link Phase 2, and Motherwell Station Active Travel Phase 1A. The target of 10km was developed prior to the development of NLC’s Active Travel Strategy (ATS) which was adopted in 2021 and therefore revised targets will be incorporated within future ERDP Action Plans in line with the ATS. Amber Page 22 of 98
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RAG status key Indicator Definition Green Target met or exceeded. Project is generally on track, within budget, within scope and likely to deliver expected benefits. Amber Target narrowly missed. Minor delays to project, minor cost overruns, changes to scope or reductions in benefits. Red Target missed. Project experiencing significant delays, significant cost overruns, changes to scope or reductions in benefits. Page 23 of 98
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Appendix 2 Economic Regeneration Delivery Plan (ERDP) Performance Framework June 2023 Page 24 of 98
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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 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. Page 25 of 98
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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 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). Page 26 of 98
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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 1,400 Open Market Purchase Scheme completions by 2035 includes the 630 completions which have already been achieved by March 2023. 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. ERDP Performance Framework: Level 1 The North Lanarkshire Economic Context Indicator Baseline Latest available update Measuring this indicator 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) 2016 NL +3.7% Scotland +3.2% 2020 NL +0.3% Scotland ‐2.6% Increased our economic output Continued economic growth in this area The latest data shows a 0.3% increase in NL from 2019 to 2020 which, although smaller than previous years, is a more positive position compared to nationally where the % change shows a decline of 2.6% over the same period. The time lag in the availability of these results means that the period covered by this data does not yet reflect the impact of the pandemic and, as such, will continue to be monitored. Page 27 of 98
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Gross weekly pay (residents) – full time employees 2018 NL £548.90 Scotland £562.70 2022 NL £656.60 Scotland £640.30 Increased the earnings of people who live in North Lanarkshire Earnings for people who live in NL continue to grow on a par with national levels The gross weekly pay for NL’s residents is now higher than the average earnings for both Scotland and GB for the first time ever. In 2022, gross weekly earnings for NL’s residents was £656.60 (based on all full‐ time workers); an increase of £63.90 from 2021 and £16.30 above the national average. The 2022 figures represent over a 10% increase in gross weekly earnings in NL from 2021 compared to a 3% increase nationally (i.e. an average increase of £20.40 per week nationally). Traditionally, while wages have risen steadily for the people who live in NL, this had previously been at a lesser rate than average earnings for Scotland and GB. % of all economically active in employment (16‐ 64 years) Oct 2017/Sept 2018 NL 77.8% Scotland 77.6% Oct 2021/Sept 2022 NL 68.9% Scotland 77.2% Increased the number of our residents in employment (or actively seeking employment) More people aged 16 to 64 living in NL are economically active and contributing to the local / national economy 68.9% of NL’s working age population were economically active as at September 2022 which equates to 153,600 residents. This is a decrease from the pre‐pandemic level in September 2019 of 173,300. There are various factors which will require to be investigated further in terms of economic inactivity; of the 69,100 people currently recorded as Page 28 of 98
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economically inactive, the latest figures show that 19% are students, 14% are looking after home/family, 10% are retired, 41% are long‐term sick, with the remainder classed as other. Of those recorded as economically inactive, 84% don’t want a job. % of VAT/PAYE registered businesses that survive for at least three years 2016 NL 58.7% Scotland 62.1% 2021 NL 58.1% Scotland 59.0% Increased and sustained our new businesses More locally generated and incoming businesses being created, surviving and sustaining in the longer‐ term The latest business survival rates in NL show an increase from 50.9% in 2020 to 58.1% in 2021. These results not only follow the same trend as the national average, they show an increase at a greater rate. This represents an encouraging picture given the results are still within the period of the pandemic. It also shows that rates in NL in 2021 have returned to a similar level as the baseline for The Plan for North Lanarkshire (58.7% in 2016). % of working age people (16‐ 64) claiming one or more of the key benefits Dec 2018 NL 3.5% Scotland 2.8% Dec 2022 NL 3.3% Scotland 3.1% Reduced the number of our residents reliant on employment related benefits All of NLs residents capable of working are sustaining employment The latest figure equates to 7,420 people claiming work related benefits in NL as at December 2022 ‐ a 6% decrease from the December 2019 claimant count of 7,890 (pre‐pandemic levels). The latest figure also represents a 47.7% decrease from December 2020 (14,195), and a 22.5% decrease from December 2021 (9,580). Page 29 of 98
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ERDP Performance Framework: Level 2 Improving economic opportunities and outcomes for all Key performance indicator What does this tell us? Baseline Short‐term By first ERDP review (31 March 2023) Medium term By next ERDP Review (2027/28) Long term (By 31 March 2035) 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. 816 1,737 1,445 3,265 6,221 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. This indicator is currently under development to ensure a robust methodology for target setting and reporting progress towards this. Estimated number of net additional full‐ The estimated number of net jobs (FTEs) created as a result of ERDP related investment by NLC and our ALEOs across North Lanarkshire. As these outcomes only occur once projects are operational, there will be a delay in demonstrating this outcome has been achieved. This indicator is currently under development to Page 30 of 98
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time equivalents (FTEs) created Under this measure, the gross number of jobs created is adjusted to better assess the true extent of 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. Therefore, this indicator has a long‐term target to 2035 only. ensure a robust methodology for target setting and reporting progress towards this. 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: 2017/18 This measure will be used for benchmarking purposes only and therefore no targets have been set. 2021/22 ‐ Latest published data shows that North Lanarkshire’s town centre vacancy rate was 18.7%, above the Scottish average of 11.4% and approximately the same as measured in 2017/18. % of immediately available 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 immediately available for business use, which means it is fully serviced and marketed, as opposed to simply designated for employment/industrial use in the Local Development Plan. The land is therefore immediately available for business expansion or relocation purposes. 65.7% Year: 2017/18 This measure will be used for benchmarking purposes only and therefore no targets have been set. 2021/22 ‐ Latest published data shows that 70.6% of North Lanarkshire’s employment land was ‘immediately available’. This is significantly higher than the Scottish average of 27.2% and slightly higher than levels available in 2017/18. Given levels of developable land available, the council are currently developing a Business & Industry Strategy for North Lanarkshire which will aim to identify how council investment in such land should be prioritised. Page 31 of 98
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Commercial planning applications ‐ average time (weeks) to process business and industry planning applications 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 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 a business and industry). 6.9 weeks Year: 2017/18 This measure will be used for benchmarking purposes only and therefore no targets have been set. 2021/22 – North Lanarkshire 12.6 weeks, compared to a Scottish average of 11.7 weeks 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. 97.0% Year: 2017/18 This measure will be used for benchmarking purposes only. 2021/22 – North Lanarkshire – 98.6% / Scotland 94.1% 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. Carbon Dioxide (CO2) emissions 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. 7.5t per capita Year: 2014 This measure will be used for benchmarking purposes only. 2020 – North Lanarkshire 4.7 tCO2 / Scotland 4.6 tCO2 Page 32 of 98
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ERDP Performance Framework: Level 3 Day to day operations Priority 1: We will help deliver the homes North Lanarkshire needs to grow 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 Programme of Work P013 ‐ New Supply Programme) 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 5,000 new homes by 2035, includes over 500 homes to be acquired through the open market purchase scheme (an extension of the empty homes purchase scheme). As a significant proportion of the council’s housing stock is within multi‐storey blocks, the new supply programme is an integral part of the Programme of Work P014 ‐ Tower Strategy. The first phase of the re‐provisioning programme will potentially see all the council’s tower blocks demolished, together with a number of low‐rise blocks of flats, over the next 20 to 25 years. 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 33 of 98
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Key performance indicator What does this tell us? Note: these figures are cumulative and not additional to each other Lead Team(s) Baseline Short‐term Medium term Long term By first ERDP review (31 March 2023) By 2023/24 By next ERDP Review (2027/28) (By 31 March 2035) Target Achieved Target Target Target Number of new The number of 633 1,205 1,016 1,292 2,300 3,365 New Supply build council new build house house Years: Amber completions completions via 2010/11 – the council’s 2018/19 New Supply Programme Number of The number of 133 689 630 705 1,055 1,635 New Supply Open Market homes brought Purchase into Council Years: Amber Scheme ownership, 2010/11 – completions including some 2018/19 homes previously sold under the Right to Buy. Household The % of new 79% 89% 87% 90% 94% 96% New Supply connectivity build housing capacity (via the New Years: Amber Supply 2010/11 – Programme) 2018/19 with high quality digital infrastructure capacity. Page 34 of 98
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High quality digital infrastructure refers to a property being fibre broadband or 5G enabled. Priority 1 Summary: Total number of indicators Number of indicators with ‘Green’ status Number of indicators with ‘Amber’ status Number of indicators with ‘Red’ status 3 0 3 0 Successes 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. This will be achieved via a combination of new build, purchasing from the private sector and buying existing homes via the Open Market Purchase Scheme. • 1,646 homes have been delivered via the New Supply Programme, as of 31 March 2023. • The milestone 1,000th new build home was completed during 2022/23 • NLC’s first low carbon (net zero) homes completed at Dykehead Road, Airdrie. These homes feature air source heat pump heating systems, battery storage and enhanced photovoltaic panels. Challenges 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. The UK economy has also experienced a buoyant housing market, seeing house prices riding high since lockdown restrictions eased in 2020. New build and open market purchases were slightly behind target as of March 2023. However, with over 400 units currently on‐site and due to complete over the next year, the programme will have delivered circa. 2,000 units between 2010 and 2024, in line with initial programme targets. Page 35 of 98
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Priority 2: We will reshape and repopulate our town centres Why is this set of indicators of interest? The Plan for North Lanarkshire ambition statement alignment A key priority within the Programme of Work, P018.1 ‐ Economic Regeneration Delivery Plan (ERDP), 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. Key performance indicator What does this tell us? Note: these figures are cumulative and not additional to each other Lead Team(s) Baseline Short‐term Medium term Long term By first ERDP review (31 March 2023) By 2023/24 By next ERDP Review (2027/28) (By 31 March 2035) Target Achieved Target Target Target Investment made in town centre developments The amount (£) invested in North Lanarkshire’s town centres to enable sites to be re‐purposed or redeveloped. This includes NLC investment and external funding sources. £29.8M Year: 2010/11 – 2018/19 £83.96M £73.89M Amber £96.2M £211.7M £272.1M Growth / New Supply External funding secured for town centre The amount (£) of external funding secured for £9.26M Years: £42.57M £32.0M Amber £44.8M £93.0M £119.0M Growth/ New Supply Page 36 of 98
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regeneration projects town centre regeneration projects in North Lanarkshire’s town centres 2010/11 – 2018/19 Number of town centre buildings and/or sites re ‐ purposed or re ‐developed The number of existing buildings or vacant sites within North Lanarkshire’s town centres, which have been re ‐ purposed or redeveloped. 34 Years: 2010/11 – 2018/19 57 58 Green 60 75 90 Growth / New Supply Number of new affordable homes within town centres (or edge of town) The number of units either converted to residential or new build house completions via the NL New Supply Programme, NLC Growth Programme and SHIP within North Lanarkshire’s town centres. 887 new affordable town centre homes completed Years: 2010/11 – 2018/19 1,492 1,663 Green 1,715 2,171 2,560 New Supply / RSLs / Growth Page 37 of 98
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Edge of town is defined as within a 10 ‐ minute walk, as per Sustrans 20‐minute neighbourhood definition Priority 2 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 Successes to date Reshaping and repopulating our town centres is a key objective of the ERDP. 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, Motherwell and Wishaw so far, outlining the short, medium and long‐term actions required to realise the visions for each town. It is anticipated that all 8 towns will have a completed Town Action Plan by Summer 2024. Over £44million has been invested in towns between 2019‐2023, with key projects including: • Key town centre properties have been acquired, with plans to convert to residential developments. These include the former YMCA building (Brandon Street, Motherwell), Motherwell Old Town Hall, Bank Street and Main Street (Coatbridge), the former Masonic Hall (Hope Street, Motherwell), Kings House (Wishaw) and the former Methodist Church (Wishaw). • Enabling the regeneration of the Orrs building in Airdrie, due to complete in late 2023. • 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. Page 38 of 98
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1,663 town centre homes have also 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 the Covid‐19 pandemic, Brexit, the wider geopolitical environment, and rising inflation across the UK economy have impacted construction and materials costs. However, progress continues towards reshaping and repopulating our town centres. NLC continues to engage with property and landowners to acquire buildings/land which are strategically aligned with our redevelopment plans. A key challenge is managing owner’s expectations around property/land value, ensuring best value is achieved. Although town centre investment targets were missed in 2022/23, this was largely due to delays in acquisition, including the purchase of The Centre Cumbernauld (completed in June 2023 with £9.25m secured and spent via the UK Government’s Levelling Up Fund). Priority 3: We will enable our people and businesses to thrive 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 39 of 98
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Key performance indicator What does this tell us? Note: these figures are cumulative and not additional to each other Lead Team(s) Baseline Short‐term Medium term Long term By first ERDP review (31 March 2023) By 2023/24 By next ERDP Review (2027/28) (By 31 March 2035) Target Achieved 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 £5.1M £2.852M Red £4.19M £7.7M £14.9M Fusion Assets/ Growth 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 £17.6M £16.856M Amber £21.7M £32.8M £40.4M Fusion Assets/ Growth Page 40 of 98
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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 3.61 ha Year: 2018/19 6.34 ha 7.74 ha Green 9.5 ha 10.0 ha 11.73 ha Fusion Assets/ NLP/ Growth 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: 2018/19 117,410 sq.ft 117,410 sq.ft Green 132,910 sq.ft 257,910 sq.ft 459,410 sq.ft Fusion Assets/ NLP/ Growth Page 41 of 98
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Priority 3 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 1 1 Successes to date Since the introduction of the ERDP in 2019, almost an additional 100,000 sq.ft of commercial workspace has been created, including 40,500 sq.ft at Gartcosh Industrial Park (buildings 2 and 3). 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. Muir Construction have been appointed to deliver Fusion Assets new industrial flagship industrial building at Link Park, Newhouse. The next phase of development will be a speculative 16,000 sq.ft industrial unit that will be net zero carbon enabled. As part of the construction contract a community benefits clause has also been incorporated which will see local school children and students from New College Lanarkshire gain work experience on site. NLC has also secured £1.9M from the Scottish Government’s Regeneration Capital Grant Fund which will contribute to the significant redevelopment of Braidhurst Industrial Estate in Motherwell. This project will see the upgrading of the existing units owned by North Lanarkshire Properties as well as the construction of industrial units suited to local small‐medium sized enterprises (SMEs). Lastly, the council continue to receive ring‐fenced VDLF from the Scottish Government of circa. £1.8‐1.9M per year (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 the Covid‐19 pandemic, Brexit, the wider geopolitical environment, and rising inflation across the UK economy have impacted construction and materials costs. This has caused some delays to projects and investments made. However, there is still a clear commitment from North Lanarkshire Council and Fusion Assets to invest in our business and industrial infrastructure with key projects and enabling works in the pipeline such as Braidhurst Industrial Estate, Link Park Newhouse, Phase 3 & 4 of Gartcosh Industrial Park, Condor Park Eurocentral and Ravenscraig Business Land (plot 1). Page 42 of 98
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Priority 4: We will connect North Lanarkshire Why is this set of indicators of interest? The Plan for North Lanarkshire ambition statement alignment The Programme of Work P021 ‐ City Deal 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? Note: these figures are cumulative and not additional to each other Lead Team(s) Baseline Short‐term Medium term Long term By first ERDP review (31 March 2023) By 2023/24 By next ERDP Review (2027/28) (By 31 March 2035) Target Achieved 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). £6.8M Years: 2015/16 ‐ 2018/19 £45.93M £42.34M Amber £64.4M £163.1M £238.5M City Deal Page 43 of 98
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This includes NLC direct investment and Glasgow City Region City Deal funding. 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 8 7 Amber 11 18 21 City Deal Km of active travel routes created 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 0 km Year: 2018/19 No target has been identified due to a change in this indicator in 2023/24 to ensure reporting aligns with NLC’s Active Travel Strategy. 13.46 km No RAG status determined as no target to compare actual against. This refers to 7.8km previously delivered plus an additional 5.66km 19.46km 50 km 125 km Infrastructure & Transportation Page 44 of 98
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inequalities by providing people with more opportunities to access employment, local services, education or training. delivered in 2022/23. Priority 4 Summary: Total number of indicators Number of indicators with ‘Green’ status Number of indicators with ‘Amber’ status Number of indicators with ‘Red’ status 3 Note: 1 indicator has no RAG status 0 2 0 Successes to date The direct deliverable successes to March 2023 relate to business case approvals obtained; infrastructure delivery completed or in progress; project development and delivery investment. The indirect deliverable successes to March 2023 relate to economic benefits realised; the impact of GCR City Deal investment in addressing market failure and providing improved confidence to the market, people and businesses to locate in North Lanarkshire. These successes are monitored through ongoing benefits monitoring data and through evidence of market interest (through planning applications, proposal of application notices, commercial enquiries). The following headline successes has been achieved since the commencement of the council’s City Deal Infrastructure Investment Programme: • £38.48M City Deal Programme investment to March 2023 (project development and delivery) • A further £3.86M of external funding secured and invested in other infrastructure projects to March 2023 to support core City Deal projects. Page 45 of 98
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• Seven 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. Pan Lanarkshire Orbital Transport Corridor (Pan Lan): • Motherwell Station Park and Ride expansion project delivered. • Muir Street Interchange works were underway during 2022/23 and completed in May 2023. • Motherwell Station Active Travel Links Phase 1a delivered and detailed designs progressed for Phases 1b and 1c (with delivery planned for 2023 and 2024). • Ravenscraig Infrastructure Access (RIA) South: West Coast Mainline Crossing construction progressed over 2022/23 with the crossing guided into place under a closure of the rail line in April 2023. • East Airdrie Link Road (EALR) preferred alignment selected, ground investigation works completed and tender for Stage 3 of the project prepared (to be issued Summer 2023). • Ravenscraig Active Travel Link Phase 1 completed with Phase 2 works nearing completion. A8/M8 Corridor Access Improvements: • Revised Outline Business Case for A8/M8 Corridor Access Improvements approved. Challenges Over the last 3 years in particular, a variety of external factors and challenges have affected construction and infrastructure activity which have impacted on project programmes and milestones: Page 46 of 98
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Various external factors such as the Covid‐19 pandemic, Brexit, the war in Ukraine and rising inflation across the UK economy have impacted construction and materials costs. Labour market and martial supply shortages have also increased costs and put pressure on delivery timescales. Current market conditions have also impacted on contractor’s risk appetite and the value of tenders returned. Due to the complex interdependencies between the delivery and design phases of projects within the City Deal Programme, this has led to increases in design requirements, delivery timescales and costs and project/programme risks identified. Internally, there has also been pressure on resource capacity with recruitment challenges for suitably qualified staff over the last two years, with some vacancies remaining unfilled. This too has put pressure on delivery programmes due to reduced capacity within the delivery team to take forward project development work. However, the following mitigation measures have been put in place or are in progress: • A review of delivery programmes and reprofiling to reduce risks where possible. • Increased allowance and contingency for inflation within project budget profiling. • Use of contract clauses which share the risk of inflation costs between the contractor and the client. • Use of procurement frameworks and capability and capacity enquiries for services and works contracts. • Partnership working with key project stakeholders to manage interface and interdependency risks. • Project Team approach for East Airdrie Link Road established between Enterprise Project team and Infrastructure and Transportation teams. • Recruitment campaigns undertaken, with a new Project Development Co‐ordinator now appointed within the Enterprise Projects team. Page 47 of 98
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North Lanarkshire Council Report Does this report require to be approved? ☒ Yes ☐ No Ref SHL/YW Date 01/09/23 From Pamela Humphries, Chief Officer (Place) E-mail weiry@northlan.gov.uk Telephone Yvonne Weir, Enterprise Manager 07508 001238 Executive Summary This report provides update on the outputs and outcomes of Smart Hub Lanarkshire since the project launched on 30 April 2021. It also details plans to continue a phase two delivery programme from 1 September 2023 to 31 March 2025, utilising capital, and revenue grant funding from the UK Shared Prosperity Fund (UKSPF). Smart Hub Lanarkshire was established through funding awarded by the Advancing Manufacturing Challenge Fund (AMCF), North Lanarkshire Council and in-kind contributions from New College Lanarkshire which concluded on 30 June 2023. The Hub facility has contributed to advancing the productivity and manufacturing capabilities of Small to Medium-sized Enterprises (SMEs) within North Lanarkshire and Scotland. Recommendations It is recommended that the Enterprise and Fair Work Committee: (1) Acknowledge the outputs and outcomes delivered by Smart Hub Lanarkshire during 2021 to 2023. (2) Approve the proposal to commission and commence a phase two delivery project up to 31 March 2025 funded from the Shared Prosperity Fund, subject to agreeing a Business Plan and funding agreement with New College Lanarkshire. 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 Enterprise and Fair Work Committee Smart Hub Lanarkshire – Phase 2 Funding (UKSPF) Item 3 Page 49 of 98
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1. Background 1.1 Smart Hub Lanarkshire (SHL) is an innovation asset housed within New College Lanarkshire’s Motherwell campus. The Hub facility comprises: • A state-of-the art Robotics and Automation Training Facility. • Dedicated space for manufacturing SMEs to meet, learn and access industry-specific business support. 1.2 The project was designed and developed jointly by North Lanarkshire Council (NLC) and New College Lanarkshire (NCL). Through partnership with the University of Strathclyde, SHL links with the National Manufacturing Institute Scotland (NMIS), ensuring local manufacturing SMEs have access to sector-specific academic and innovation-led support. 1.3 SHL was 1 of 12 regional projects in Scotland to be awarded grant funding from the competitive £15.8m Advancing Manufacturing Challenge Fund (AMCF) in April 2020. This regional approach saw SHL commit to deliver support to manufacturing SMEs based in the North Lanarkshire and surrounding Local Authority areas. 1.4 With a total project value of £739,491.03, the SHL funding structure comprised: Project Costs Total Cost Funding Contributions North Lanarkshire Council New College Lanarkshire AMCF Digital Technology & Project Resource £484,125.29 £193,650.12 £290,475.17 Smart Hub Lanarkshire facility fit out and two part-time members of staff to support marketing, events, and admin/reception duties. £255,365.74 £255,365.74 1.5 AMCF contract and grant award timing (9 April 2020) meant that SHL faced immediate operating challenges including: • A 1-year delay to the project start date due to COVID requiring the closure of New College Lanarkshire’s Ravenscraig Campus where the project is based. • An initial 6-month period of SHL digital delivery due to restricted access to the College campus / assets until November 2021. • Inability to recruit or procure suitably experienced project management / consultancy resource on a temporary basis. Page 50 of 98
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1.6 As a result, Smart Hub Lanarkshire has operated with 1 FTE of ‘in kind’ NCL and NLC staff resource. The following targets were delivered between 30 April 2021 and 30 June 2023: AMCF Output Indicators AMCF Target 9 April 2020 to 30 June 2023 SHL Actual 30 April 2021 to 30 June 2023 North Lanarkshire SMEs SME Event Attendance 345 361 106 (30%) SMEs Supported (7 Hours) 173 68 19 (28%) SME Projects 86 25 8 (33%) SME Research Institute Collabs 43 6 0 SME Value of Business Expenditure on Research & Development (BERD) £287,688 £359,490 £109,810 (30%) AMCF Outcome Indicators SME New to Market Products 14 1 0 SME New to Firm Processes 43 24 10 (42%) AMCF Additional Output Indicators SME Robotic Demos & Training sessions 63 96 86 (90%) Number of Cobot Demonstration Sessions to Schools/Colleges (started Aug 2022) 87 62 62 (100%) SME Employee Sign-ins to SHL 708 715 157 (22%) NMIS Workstream workshops 20 21 17 (81%) 1.7 Outside of AMCF reporting, additional outputs resulted from the SHL project. These included: • A total of 2,397 people registered and 1,985 engaged (83% uptake) with Smart Hub Lanarkshire, which includes intermediaries (such as accountants, insurers, banks etc.), North Lanarkshire-based school pupils and employees of large companies. • SHL secured additional contract-based funding of £78,666 from the Scottish Enterprise High Value Manufacturing Team to design and introduce an added layer of support for manufacturing companies. The 12-month Cobot Trial pilot project enabled 12 companies (of which 4 were from North Lanarkshire) to participate in Page 51 of 98
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supported 2-week Cobot trials. Two participants have since invested in Cobots, nine have stated intent to invest and one has further feasibility work to undertake. 1.8 As a result of the AMCF grant award there is a 3-year contractual commitment to 30th June 2026 for North Lanarkshire Council to provide annual reporting on SHL legacy outputs, outcomes, and activities. The AMCF funded assets are also not able to be commercially exploited or be used to generate revenue during this time. 2. Report 2.1 The UK Shared Prosperity Fund (UKSPF) is a UK Government-allocated fund which has three core objectives to reduce inequalities between communities, aid people and invest in their skills development, and support local businesses as part of the Government’s wider Levelling up agenda. North Lanarkshire Councils UKSPF Investment Plan and funding proposals were approved by the Enterprise, Growth and Fair Work Committee on 29th August 2022. 2.2 It is proposed that SHL will be delivered under the UKSPF Intervention S15 within the Supporting Local Businesses Investment Theme. Specifically, the Smart Hub Lanarkshire intervention will build on the success of Smart Hub Lanarkshire, to support advanced manufacturing, robotics, and artificial intelligence (AI). The activity will invest in further technology and support the ongoing capital and revenue costs of delivery to support SMEs and engagement with schools and young people. 2.3 Funding from the UKSPF will enable the continued delivery of the SHL service up to 31 March 2025. It also presents an opportunity to develop and evolve the offer, ensuring North Lanarkshire-based manufacturers continue to benefit from local access to a growing, tech-led, knowledge base and innovation asset. 2.4 It is proposed to continue the successful partnership with New College Lanarkshire and commission the College to deliver Phase 2 of SHL until 31st March 2025. Project funding would comprise £280,000 to deliver the UKSPF outputs and outcomes detailed in section 3.1 of this report. Specifically, this could encompass capital equipment (such as cobot technology, virtual reality, augmented reality, and artificial intelligence-related equipment) in addition to funding project-specific staff costs. 2.5 New College Lanarkshire (NCL) will be responsible for the design and delivery of a programme of technology focused business support for the North Lanarkshire manufacturing sector. This will contribute to defined UKSPF Outputs and Outcomes detailed in section 3.1 of this report. Support delivered will be non-financial and training based. For businesses not based in North Lanarkshire there may be a fee levied for accessing some Smart Hub Lanarkshire services. Fees will only be levied in compliance with the AMCF funding conditions outlined in section 1.8 of this report. 2.6 Non-financial support will enable the continuation of business support activity established through the AMCF programme. It also presents an opportunity to develop and innovate, ensuring the offer evolves and appeals to SHL’s existing and new target manufacturing audience. Activities will include: • Robotic and technology demonstration events (Group and one to one) • Thematic, sector focused events • Business Support (3.5 Hrs / Half Day) • Ongoing one-to-one project development support for businesses • Introduction to Research / Partner Organisations Page 52 of 98
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2.7 Training (industry specific and technology-led) will include delegates from SMEs, large businesses, schools, and further education as well as representatives from intermediary organisations who will act as a conduit to the manufacturing sector. 2.8 UKSPF funding requires focus on manufacturing businesses based within the North Lanarkshire Council area. NCL will be commissioned to develop a service proposal that prioritises North Lanarkshire-based manufacturers to ensure UKSPF Output and Outcome targets are met. 2.9 To ensure value for money and a quality service offer, as part of their Business Plan, NCL will commit to meeting a number of requirements. These include: i) Technology Investment – NCL to specify the proposed items of expenditure to be included in capital budget spend (£100k) for approval ii) Branding and Marketing – NCL to develop and optimise the SHL brand and associated marketing channels through the project duration. iii) Resource Allocation - NCL to provide a detailed people and time specification for the resource that will work in and on the project. iv) In-Kind Contribution - NCL will require to document and commit £140k of in- kind value to the project v) NCL will participate in monthly planning meetings to monitor project progress. A quarterly meeting will enable NCL to report on KPIs against target. 3. Measures of success 3.1 New College Lanarkshire will work to deliver defined Outputs and Outcomes over the 1.5-year commissioned contract term from September 2023 to March 2025: Total SHL Target Outputs Number of businesses receiving non-financial support 140 Number of people attending training (inc. school pupils) 400 Outcomes Number of enterprises adopting new or improved products or services 5 Organisations engaged in new knowledge transfer activity 6 Businesses adopting new to the firm technology or processes 14 Page 53 of 98
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4. Supporting documentation 4.1 None. Pamela Humphries Chief Officer (Place) Page 54 of 98
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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? North Lanarkshire has received an allocation of £13,871,047 from the UK Shared Prosperity Fund (UKSPF) including £300,000 to support the business support activity set out in this 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 ☐ Page 55 of 98
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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? There is a risk that if the college fails to deliver on the contract this could result in an underspend in UKSPF funds. Regular monthly contract meetings will be undertaken with the college to monitor and evaluate progress. In addition, it may be possible for the council to reprofile spend towards other UKSPF projects should the contract underperform. 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 56 of 98
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Re-appointment of Category B Director Routes to Work North Lanarkshire Council Report Does this report require to be approved? ☒ Yes ☐ No Ref JO’N/PK Date 01/09/23 From Janie O’Neill, Chief Officer (Education-South) E-mail oneillja@northlan.gov.uk Telephone Executive Summary This report concerns the re-appointment of a Category B director to Routes to Work Limited (RTW) who is 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 Category B director, referred to in section 2.2, to the Board of Directors of Routes to Work Limited. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (11) Increase economic opportunities for adults by understanding, identifying, and addressing the causes of poverty and deprivation and barriers to financial inclusion Enterprise & Fair Work Committee Item 4 Page 57 of 98
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1. Background 1.1 Routes to Work’s Board of Directors consists of up to ten 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 eight Category B directors, who bring specialist expertise to the company and are selected through a formal nominations procedure. 1.2 The Board of Directors is responsible for ensuring that Routes to Work’s services are delivered in accordance with approved Service Level Agreements and charitable objectives. The Board meets quarterly to fulfil its governance responsibilities which include operational delivery and management, staffing, financial control and reporting, health and safety, performance monitoring and reporting and risk management. There are three formal sub-groups of the Board that meet regularly: Governance, HR, and Finance. 2. Report 2.1 Provisions of Articles of Association 2.1.1 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: 50.1 A maximum of 8 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: 50.1.1 they are representative of the community within the Operating Area; and/or 50.1.2 they have specialist skills or expertise which would be of assistance to the board. 64 Each office shall be held until the conclusion of the final meeting of the board of directors which is held within the third financial year which follows the date of appointment of an individual to the relevant office; a director whose period of office expires under this article may be re-appointed to that office under article 62 (providing he/she is willing to act). 2.1.2 Under the terms of Article 55 the Council may appoint any Category B Director (other than an officer, elected member or employee of the Council) in writing and signed by an appropriate officer with the guidance of the company’s nominations sub-committee. 2.1.3 The re-appointment of the Category B Director listed below has been discussed and agreed at Routes to Work Ltd and it was agreed that the Council be approached to secure the necessary approval for this re-appointment. The director seeking re- appointment is: Professor Christopher Moore, Principal and Chief Executive of New College Lanarkshire 2.1.4 The independent director proposed for re-appointment has clear expertise within areas that can support Routes to Work Ltd. A short profile of the proposed independent director for re-appointment is included in Appendix 1. Page 58 of 98
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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. Janie O’Neill Chief Officer (Education - South) Page 59 of 98
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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 60 of 98
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Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 61 of 98
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APPENDIX 1 Profile of Category B Director Proposed for Re-appointment to Routes to Work Limited Board: Professor Christopher Moore Professor Moore has held the role of Principal and Chief Executive of New College Lanarkshire since 2019 and has 22 years of academic leadership experience. Prior to joining New College Lanarkshire, he was senior deputy vice chancellor at York St John University. As well as leadership in education, Professor Moore comes from a business management background, with a PhD in marketing. Having lived in Lanarkshire most of his life, Professor Moore is passionate about developing opportunities and advancing the educational, economic, social and cultural prospects of the region. He has been a member of the Routes to Work Board for three years. 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. Page 62 of 98
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North Lanarkshire Council Report Does this report require to be approved? ☐ Yes ☒ No Ref PH/DG Date 01/09/23 From Pamela Humphries, Chief Officer (Place) E-mail greerd@northlan.gov.uk Telephone Executive Summary In accordance with the Council’s Financial Regulations, any variations where the outturn / expected costs exceed the tendered contract price by the higher of £25,000 or 5% should be reported by the appropriate budget holder to the relevant spending committee. The purpose of this report is to inform committee of a variation in costs against tender contract price incurred on two projects undertaken by the Growth Team. Recommendations It is recommended that the Enterprise and Fair Work Committee: (1) Note the action taken to respond to additional issues identified, remedial action taken and the subsequent variation in costs as a result. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (19) Improve engagement with communities and develop their capacity to help themselves Enterprise and Fair Work Committee Contract Variation – Allotment Projects Item 5 Page 63 of 98
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1. Background Hillrigg Allotments 1.1 The works contract for Hillrigg Allotments was awarded to Caley Construction Ltd on the 10 February 2021 to create an allotment site on an area of Council owned Vacant and Derelict land at Hillrigg, Wattston. 1.2 Located in Wattston (a small former mining village located between Airdrie and Coatbridge), this 0.91-hectare derelict land site showed evidence of historic mining activity and, as such, was put on North Lanarkshire’s V&DL register in 1988. 1.3 Building on the success of the previous Vacant and Derelict Land Fund (VDLF) supported community allotments and gardens project at Viewpark and Mossend, (which have been able to effectively engage local communities in the remediation and constructive reuse of these derelict land sites), the council made use of VDLF through its 2019/20 Programme to support the establishment of community allotments/gardens at Hillrigg and enable the productive re-use of this plot for community ‘growing’ space. 1.4 As with the successful projects at Viewpark and Mossend, rather than basing the design of this facility on traditional allotments scheme, this has instead been founded on a more European model for such provision, developing individual plots within a community garden setting with communal greenspace, orchards and wildflower areas. 1.5 The works to construct 19 allotment plots including additional raised beds, installation of a community cabin, orchard, polytunnel, community garden and resurfaced car park were awarded to Caley Construction Ltd for £282,138.28 and were completed in December 2021. Airdriehead Allotments 1.6 The works contract for Airdriehead Allotments to create 39 allotment plots including additional raised beds, installation of a community cabin, orchard, polytunnel and community garden was awarded to P1 Solutions on the 12 November 2021 to create a community allotment on an area of Council owned land located within Cumbernauld Community Park. 1.7 The tender contract value was £234,886.00. The works were jointly funded by Campsie Ltd, Cumbernauld and the Scottish Government’s Place Based Investment Programme. 1.8 The works commenced in March 2022 and were completed in February 2023. 1.9 The overall costs for delivering both of these projects exceeded the original agreed contract sum due to various reasons which were not apparent at the outset of the project. 2. Report Hillrigg Allotments 2.1 The major issues encountered on this project which resulted in additional costs included, but were not limited to:- • Discovery of asbestos contamination within the soil resulting in excavation and removal of contaminated soil; • Additional costs due to remediation of a larger area of land due to asbestos Page 64 of 98
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contamination; • Enhanced remediation of ground due to soil contaminants including arsenic and zinc; • Additional costs due to drainage issues caused by broken field pipes 2.2 A Site Investigation was undertaken at spot points across the site during the design stage. Testing of the samples did not uncover the asbestos contamination or the widespread nature of the other contaminants. As the site was to be used for food growing a greater amount of remediation had to be undertaken at significant additional cost. 2.3 During construction, the existing field drains were discovered to be broken causing issues with drainage across the site. Additional drainage had to be installed to alleviate potential flooding issues. Airdriehead Allotments 2.4 The major issues encountered on this project which resulted in additional costs included, but were not limited to:- • Additional costs due to changes in the design and specification of the proposed community hub resulted in gas monitoring works being undertaken. There were areas of historic shallow coal mining identified during the initial site investigation and the community building was identified as a potential loading risk on ground that could hold pockets of harmful gas. • Due to an extension of the allotment drainage system following the discovery of areas of non-porous ground conditions once works had commenced. • Additional costs relating to Scottish Water requirements to relocate water connections to the site. • Additional costs due to the realignment of the site boundary following discussions with Scottish Water. • The items of additional work also resulted in the overall programme increasing and contributed to the cost increase. 2.5 Both of these projects are now complete. Details of the increases for the individual projects are listed in Appendix 1. 2.6 Any future growing projects on brownfield sites may benefit from an increased site investigation works at closer spot points to try and mitigate any failure to identify contamination issues. 3. Measures of success 3.1 Provision of two allotment sites, providing a total of 58 allotment plots (Hillrigg 19 plots, Airdriehead 39 plots) to be operated and managed by community groups. Page 65 of 98
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4. Supporting documentation Appendix 1 - Detail of Project Costs Pamela Humphries Chief Officer (Place) Page 66 of 98
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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 have been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Project overspend has been financed through the Scottish Government’s Vacant and Derelict Land Fund and Placed Based Investment Programme. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have 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 have been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ Page 67 of 98
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If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The two projects have created community led allotment sites for the growing of food. The Hillrigg project also dealt with a large area of ground contamination which has been removed and remediated. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 68 of 98
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Appendix 1 – Detail of Project Costs Project Contract Sum Estimated Final Account Difference Main Reasons for Additional Costs Hillrigg Allotments £282,138.28 £455,193.58 £173,055.30 Additional costs in relation to a number of ground contaminants (including asbestos, arsenic and zinc). Additional costs in relation to increased area of land remediation. Additional costs in relation to drainage issues. Airdriehead Allotments £234,866.00 £341,954.43 £107,088.43 Additional costs in relation to gas monitoring site investigation works. Additional costs in relation to drainage issues and Scottish Water additional works. Page 69 of 98
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North Lanarkshire Council Report Does this report require to be approved? ☐ Yes ☒ No Ref: PH/DG Date: 01/09/23 From Pamela Humphries, Chief Officer (Place) E-mail Greerd@northlan.gov.uk Telephone: David Greer, Growth Programme Manager, 07583 059816 Executive Summary The Committee is asked to acknowledge the award of contracts for Asset Management services and Property Management services at The Centre Cumbernauld (the ‘Agreement(s)’). As the Agreements are within the thresholds stated within condition 21.2 of the councils General Contract Standing Orders (GCSO’s), the Chief Officer (Place) approved the award of Agreements on 30 June 2023. The Agreements were procured via a “Negotiated Tender Procedure” (as per sections 2.2 – 2.4 below) with the detail of this report required to be submitted to Committee in accordance with GCSO 9.5. The Agreements are for an initial period of nine (9) months that commenced on 01 July 2023. The council reserves the right to extend the Agreements for additional periods up to a maximum of a further three (3) months. Recommendations It is recommended that Enterprise & Fair Work Committee acknowledges the award of Agreements for: (1) Asset Management services at The Centre Cumbernauld to HKI Partnership LLP and Belgate Estates Limited at the value of Ninety Thousand Pounds Sterling (£90,000.00) exclusive of VAT; and (2) Property Management services at The Centre Cumbernauld to Gatehouse Property Management Limited at the value of One Hundred and Fifty Thousand Pounds Sterling (£150,000.00) exclusive of VAT. 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 Enterprise and Fair Work Committee Transforming Places: Contract Award for The Centre Cumbernauld Asset Management and Property Management Item 6 Page 71 of 98
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1. Background 1.1 Cumbernauld is North Lanarkshire's largest town. It now has an opportunity to redefine itself as a '21st Century new town' and further develop its commercial, industrial and retail role as a sustainable, green and low-carbon regional hub. The Vision for Cumbernauld will be built around a transformed low-carbon town centre defining Cumbernauld as a hub for services, education, shopping and leisure, expressed by a new restructured mixed-use centre situated within a greenspace and parkland setting that supports active travel and leisure. The town centre will become a vibrant, mixed-use, welcoming, safe and resilient place where people are supported at all stages of their lives, where they can live and socialise and where businesses can thrive. 1.2 To achieve the vision for Cumbernauld, the council completed the property acquisition of The Centre Cumbernauld (TCC) on 30 June 2023 from its previous owners. To enable TCC to continue operating as a viable shopping destination in the short term, the council was required to ensure that appropriate management arrangements were in situ prior to the purchase of TCC. The management of TCC is split over two areas as detailed below: • The Asset Manager’s role is to optimise the commercial viability of TCC during the transition period by actively managing the leases on behalf of the council; and • The Property Manager’s role is to collect rental and service charges from leaseholders on behalf of the council whilst also being responsible for TCC’s operation i.e. cleaning, security, repairs, maintenance etc 1.3 In March 2022, the Policy and Strategy Committee approved (where possible), to continue existing service provisions following the acquisition of TCC in order to minimise disruption and enable a degree of continuity for the leaseholders, customers and supply chain in regard to communication, operations, processes etc. 1.4 The Agreements were therefore subject to “novation” from HAMCAP (Cumbernauld) LLP (previous owners of TCC) to the council. As such, only minor amendments could be made to the historical terms and conditions of the Agreements and changes made were only to ensure compliance with the council’s public sector duties. 1.5 Each Agreement has a maximum duration of 12 months. Work has already started by the project team to procure and implement longer term management arrangements for TCC following the expiry of the Agreements within this report. The new management arrangements will be subject to competition and shall be procured in accordance with applicable procurement legislation and the council’s General Contract Standing Orders. 1.6 The requirements of the Agreements have never been contracted before by the council therefore historical information, data etc. is not available. 2. Report 2.1 A group of technical and procurement representatives was formed to develop and agree the procurement strategy for the Agreement to enable the council to achieve maximum benefit for the requirements. 2.2 Given the novation approach, the procurement of the Agreements was undertaken as independent Negotiated Tender Procedures (NTP). The estimated value of each Agreementdictated that each procurement procedure be undertaken in accordance with the Procurement (Scotland) Regulations 2016 (the “Regulation(s)”). 2.3 Justification for use of the NTP for both of the Agreements was made under Regulation 6(1)(b) “A contracting authority may award a public contract without seeking offers in relation to the proposed contract where the works, supplies or services can be supplied only by a particular economic operator where competition is absent for technical reasons but only, in the case where no reasonable alternative or substitute exists, and the absence of competition Page 72 of 98
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is not the result of an artificial narrowing down of the parameters of the procurement”. Following advice from the Chief Officer (Asset and Procurement) and the Chief Officer (Legal and Democratic), the Chief Officer (Place) approved the progression of both NTP’s on 21 April 2022. 2.4 Following the justification detailed and appraised within the associated NTP strategy documents, the NTP procedures are considered to demonstrate Best Value as the absence of required service provision within the Agreements could impact the commercial viability of TCC following its purchase. The appointed contractors have long established relationships with TCC’s leaseholders, customers, staff, supply chain etc. which should enable a degree of continuity for TCC’s operation. 2.5 A summary of the procurement procedure is provided in Appendix 1. Financial / Budget Consideration 2.6 The whole life budget for both Agreements is £240,000.00. 2.7 The costs associated with delivery of the Agreements will be made via rental and service charges collected from TCC leaseholders. Price Stability 2.8 Costs and prices within both Agreements are fixed and unchangeable for their entire duration. Community Benefits 2.9 The Agreements do not include a community benefit requirement due to their short duration, the council’s inability to substantially change the historical terms and conditions of the Agreements given the novation approach applied, and onus on developing a longer term management strategy for TCC. Fair Work First 2.10 Contractors appointed to each Agreement shall ensure staff identified to deliver required service provision are treated fairly in accordance with the Scottish Governments “Fair Work First” policy. Page 73 of 98
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Contract Management 2.11 Officers from the Growth Team, Place with externally appointed advisors Avison Young (UK) Limited will be responsible for managing the Agreements which will be undertaken in accordance with the applied contract and supplier management approach within the Agreements. 3. Measures of success The Agreements will deliver the following outcomes; 3.1 Best Value has been considered to be demonstrated as per section 2.4 above; 3.2 the appointment of contracts who have the experience and capability to deliver required services; and 3.3 the procurement procedures are compliant with the procurement legislation and internal procedures. 4. Supporting documents Appendix 1 Summary of Procurement Process Pamela Humphries Chief Officer (Place) Page 74 of 98
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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 costs associated with delivery of the agreements will be made via rental and service charges collected from TCC leaseholders 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 75 of 98
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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? Failure to appoint AM and PM for overall management of the Centre creates high risk for service disruption and prevents a degree of continuity for the leaseholders and customers in regard to communication, operations, processes etc. This is covered within the project risk register. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex-Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 76 of 98
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Appendix 1 – Summary of Procurement Process Asset Management Property Management Procurement Procedure Utilised: Negotiated Tender Procedure (NTP) CPT Contract Reference Allocated: NLC-CPT-21-155 NLC-CPT-21-156 Governing Legislation / Regulations: Procurement (Scotland) Regulations 2016 Regulation Number NTP Justified Under: Regulation 6(1)(b) Date NTP Strategy Fully Approved: 21 April 2022 Number of Tenders Received: One Start Date of the Agreement: 01 July 2023 Total Agreement Period (Months): Twelve – Nine (9) + Three (3) Awarded Value of the Agreement: £90,000.00 £150,000.00 Appointed Contractor Name(s) HKI Partnership LLP Belgate Estates Limited Gatehouse Property Management Limited Size of Organisations Medium Locations Glasgow City Page 77 of 98
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North Lanarkshire Council Report Does this report require to be approved? ☐ Yes ☒ No Ref: PH / DG Date: 01/09/23 From Pamela Humphries, Chief Officer (Place) E-mail greerd@northlan.gov.uk Telephone David Greer, Growth Programme Manager 07583 059816 Executive Summary This report is to advise the Enterprise and Fair Work Committee (the “Committee”) of the decision taken in accordance with condition 21.3.2 of the Council’s General Contract Standing Orders (GCSO’s) where, outwith the committee cycle, the Depute Chief Executive approved the award of a contract for Braidhurst Industrial Estate Works Contractor (the ‘Contract’) to Tilbury Douglas Construction Ltd. The Contract was approved by the Depute Chief Executive on 13 August 2023 and was formally awarded on 18 August 2023. The Contract is for a period of 24 months and commenced on 28 August 2023. The value of the Contract shall not exceed five million eight hundred and sixty one thousand, nine hundred and eighty nine pounds sterling (£5,861,989) exclusive of VAT. Recommendations It is recommended that Enterprise and Fair Work Committee: (1) Notes the award of the Contract in accordance with GCSO 21.3.2 to Tilbury Douglas Construction Limited to the maximum value of five million eight hundred and sixty one thousand, nine hundred and eighty nine pounds sterling (£5,861,989) exclusive of VAT. 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 Enterprise and Fair Work Committee Transforming Places Contract Award for Braidhurst Industrial Estate Works Contract Item 7 Page 79 of 98
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1. Background 1.1 Located in Forgewood, North Motherwell, Braidhurst is a 4.5Ha, 1960s industrial estate which is in a poor condition. It has poor and ageing infrastructure and its industrial units are now coming to the end of their useful lifespan. A large part (more than one acre) of the site is vacant and derelict. Despite this, Braidhurst continues to trade reasonably well with most of the units owner-occupied or let, however, without significant investment there is no viable long-term future for the estate and its current condition belies Braidhurst’s potential as a modern, low-carbon industrial estate which supports start-ups and SMEs and which sustains skilled jobs in the local economy. The aims of the project are:- • Create 10 new, net zero ‘incubator’ units providing affordable premises for start-ups, micro-businesses and social enterprises. Energy and heat demand met by on-site generation. • Providing two of these units, rent-free, to community services/organisations • Refurbishing six outdated industrial units owned by North Lanarkshire Properties (NLP), extending the life of this existing infrastructure (saving embodied carbon) and investing in their energy efficiency to reduce heat demand and carbon usage • Completely overhauling and upgrading Braidhurst’s infrastructure including roads, footpaths, drainage, lighting and the estate’s boundary (including the former Eagle Inn public house site), significantly improving environmental and operational quality and reducing carbon • Improving car parking provision, enabling investment in the former B&Q unit at the front of estate (this unit has been purchased by a biotech business which has plans to redevelop the building and create up to 75 jobs) • Installing new infrastructure to ensure that businesses can connect to high-speed broadband • Installing EV charging infrastructure which will allow businesses at Braidhurst to decarbonise their fleet and encourage workers to adopt electric vehicle use 1.2 In total, this project will directly create 960m2 new industrial space (bringing a 0.44Ha vacant and derelict site back into use) and 27.6 new FTE jobs while supporting 16 PYE construction jobs. In refurbishing 760m2 of existing industrial space and improving the entire estate it will also help safeguard 80 existing jobs at Braidhurst. 1.3 An initial feasibility study for Braidhurst Industrial Estate was commissioned in 2019 to identify the key elements for a regeneration project, the potential costs and an outline programme. 1.4 This information was utilised to inform an external funding application to the Scottish Government’s Regeneration Capital Grant Fund (RCGF) in 2020. 1.5 The initial application to the RCGF was rejected in early 2021 and feedback was sought from the Scottish Government. This enabled specific areas of the application to be improved upon and the revised enhanced application was subsequently submitted in late 2021. 1.6 The revised application was approved in early 2022 with an award of £1.8m towards a total project cost of circa £6.5m. It was initially a requirement of the award that the project be “contractually committed” by the 31 March 2023. 1.7 However, following further discussions with the Scottish Government in March 2023, it was agreed that the contractor would be contractually committed as soon as possible in 2023/24. Page 80 of 98
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1.8 An additional award of £100,000 was allocated to the project. This provides an overall RCGF grant contribution of £1.9m. The remaining funding has been achieved through £1.3M in Place Based Investment Programme monies from the Scottish Government, NLC contribution of £2.8M in Ambition funding and £600,000 is being contributed from North Lanarkshire Properties. 1.9 The appointment of a works contractor has been undertaken by using the Crown Commercial Services framework. Tilbury Douglas Construction Ltd were assessed to be the preferred contractor following a thorough assessment process. 1.10 The procurement of the works contractor followed an approval by the Head of Planning and Regeneration (now Chief Officer (Place)) on 27 May 2022 to commence procurement, following agreement of the procurement strategy and funding approach. 2. Report 2.1 Following confirmation of the RCGF award, an internal user intelligence group (the ‘UIG’) of technical and procurement representatives was formed following the confirmation of the RCGF monies to review technical specifications, discuss trading processes, market conditions and trends, ways to maximise community benefits and sustainability and to agree the procurement strategy that would deliver maximum benefit for the Council via the Contract. 2.2 The feasibility study had provided an initial estimated value of the Contract which detailed that the procurement procedure would require to be undertaken in accordance with the Public Contracts (Scotland) Regulations 2015. 2.3 However, the timescales involved in a procurement process at this level would take a number of months and would prevent the project from being “contractually committed” resulting in the loss of the RCGF monies (as understood at that particular time). 2.4 Therefore, for the reasons outlined above, an appointment from an appropriate Framework was considered to be the best approach in order to meet the Scottish Government funding deadlines. 2.5 Following consideration, the UIG identified the Crown Commercial Services (CCS) Framework as being the most appropriate framework to use. The procurement procedure was therefore undertaken as a “Direct Award” from the CCS Construction Works and Associated Services (RM6088) Lot 2.4 – Scotland framework agreement (the “Framework”). 2.6 Companies appointed to the Framework were invited to declare their interest in the Project with all interested parties invited to complete a questionnaire to assist the Council in identifying a contractor to be appointed via a direct award from the Framework. 2.7 Of the thirteen companies on the Framework, two returned a completed questionnaire which were evaluated by three independent assessors and Tilbury Douglas Construction Ltd were identified as the preferred contractor. 2.8 A scope of works was produced and issued to Tilbury Douglas Construction Ltd for pricing for the required services as outlined in points 1.1 to 1.8 above. The requirements of this Contract have never been contracted by the Council before therefore exact historical contract information was not available for consideration. 2.9 However, the submitted tender was evaluated and confirmed overall as representing the most economically advantageous tender for this Contract. Page 81 of 98
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2.10 Appendix 1 confirms the scoring achieved by Tilbury Douglas Construction Limited within the CCS Framework, further details of the procurement procedure is provided in Appendix 2 and the SME status and location of the tenderer is located within Appendix 3. 2.11 The value of the Contract is five million eight hundred and sixty one thousand, nine hundred and eighty nine pounds sterling (£5,861,989) exclusive of VAT. 2.12 The costs associated with contract delivery will be contained within the council’s capital programme budget allocation for Place, the Scottish Government’s Place Based Investment Programme and a contribution from North Lanarkshire Properties. The RCGF monies will be expended on the works. Price Savings / Increases 2.13 No savings are anticipated within the Contract. 2.14 The Contract value is determined by the Framework fees and are calculated on the works contract value. The works contract value for this project is £5.8m and the Framework band that this project falls within is from £3m-£10m. Price Stability 2.15 The prices are based current market valuation and will be fixed for the duration of the project. Community Benefits 2.16 Tilbury Douglas Construction Limited have a requirement to provide 14 Community Benefits points through this contract. The final community benefits offering is currently being negotiated but Tilbury Douglas have already agreed to undertake various initiatives at Braidhurst High School in conjunction with the design team led by Collective Architecture Fair Work First 2.17 Within their tender submission, Tilbury Douglas Construction Limited advised that they will commit to the Scottish Government’s “Fair Work First” initiative. Contract Strategy 2.18 Officers from the Growth Team will be responsible for managing the Contract which will be undertaken in accordance with the Councils agreed approach to contract and supplier management. 3. Measures of success 3.1 The Contract will enable the delivery of the following outcomes: • Upgrade of Braidhurst Industrial Estate including the construction of 10 new start up industrial units; • upgrade of six existing North Lanarkshire Properties industrial units; • provision of new car park with EV charging points; • improved infrastructure including road and footpaths; and • lighting, drainage and installation of high-speed fibre broadband to improve the economic viability of this industrial estate on the edge of Motherwell town centre. Page 82 of 98
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4. Supporting documents 4.1 Appendix 1 Summary of Tender Evaluation Process 4.2 Appendix 2 Summary of Procurement Process 4.3 Appendix 3 SME Status and Location of Tenderer Pamela Humphries Chief Officer (Place) Page 83 of 98
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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? Supporting Local Business North Lanarkshire has lower levels of entrepreneurship than Scotland and UK on average. Around 5.4% of people in employment in North Lanarkshire are classed as self-employed. That’s about 8,100 individuals self-employed. This is significantly lower than the Scottish rate of 10.3% and UK average of 12.4%. North Lanarkshire requires a further 10,300 people to move into self-employment in order to level up to the UK average. This project will provide 10 new start-up units which lend themselves to use by new enterprises. Vacant and Derelict Land North Lanarkshire has the largest area of Vacant and Derelict Land across Scotland’s 32 local authorities with 1,354 hectares across 500 sites in 2021. This represents a 14% share of the Scottish total. This project will remove 0.5 hectares of Vacant and Derelict Land from the register. 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 project will require funding from North Lanarkshire Council and North Lanarkshire Properties. The funding streams for both NLC and NLP have been identified and secured and approval for spend has been obtained. The remainder of the funding will come from the Scottish Government via the Regeneration Capital Grant Fund, which was awarded in January 2022, and the Place Based Investment Programme. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Page 84 of 98
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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? The project will include the installation of high-speed fibre broadband to the Industrial Estate which will help to secure the financial viability of the businesses on the estate by future proofing the infrastructure improvements. Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The proposed upgrade works include an element to reduce carbon emissions by insulating the existing six North Lanarkshire Properties industrial units, and the provision of solar panels, smart lighting and low energy technology in the ten new start up units being constructed. EV charging points will also be installed on the estate. 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? Page 85 of 98
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The Scottish Government’s Regeneration Capital Grant Funding and Place Based Investment Programme have conditions attached that the works contractor must be contractually committed in order for the Council to be able to draw down funding. This is recorded within the project risk register. We are on target to meet this funding requirement. 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 86 of 98
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Appendix 1 – Summary of Tender Evaluation Process Final Rank Tenderer Name Total Tender Score (%) Recommended for Contract Award (Y / N) 1 Tilbury Douglas Construction Limited 94.63% Y Page 87 of 98
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Appendix 2 – Summary of Procurement Process Response Procurement Procedure Utilised: Framework (Crown Commercial Services) Governing Legislation / Regulations: Public Contracts (Scotland) Regulations 2015 Date Contract Strategy Approved: 27 May 2022 Date Contract Notice Published: Not Applicable Number of Companies Invited to Take Part: 1 SME % of Expressions of Interest: 0% NLC Based % of Expressions of Interest: 0% Tender Return Deadline: 10 March 2023 Number of Tenders Received: 1 Where Only One Tender Is Received, Why?: Direct Award Call-off from Framework Tenders Received from SME’s: 0 Tenders Received from NLC Based Tenderers: 0 Number of Non−compliant Tenders: 0 Number of Compliant Tenders: 1 Number of Recommended Tenderers: 1 Basis of Contract Award: Quality: 75% Price: 25% Evaluation Team: Framework Scoring was utilised with compliance checks etc. undertaken by Officers of the Growth Team. Anticipated Contract Start Date: 28 August 2023 Total Contract Period (Months): 24 months Maximum Total Contract Value: £5,861,989 Page 88 of 98
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Appendix 3 – SME Status and location of all Tenderers Name of Tenderer Size of Tendering Organisation (Micro, Small, Medium or Large) Location (Local Authority / Council Area) Tilbury Douglas Construction Ltd Large West Lothian Page 89 of 98
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07939 281102 North Lanarkshire Council Report Does this report require to be approved? ☐ Yes ☒ No Ref BF/JMcK Date 01/09/23 From Chief Officer (Assets and Procurement) Email mckinstryj@northlan.gov.uk Telephone James McKinstry Executive Summary This report notifies the Committee of the contracts awarded between 1 April 2023 to 30 June 2023. It sets out those contracts awarded with a value below the financial threshold requiring Committee approval. Recommendations It is recommended that the Enterprise and Fair Work Committee: (1) are advised of the Contracts awarded below Committee approval threshold between 1 April 2023 to 30 June 2023 as per the process within the Council’s General Contract Standing Orders. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (17) Ensure we keep our environment clean, safe, and attractive Enterprise and Fair Work Committee Contracts awarded below Committee approval threshold Item 8 Page 91 of 98
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1. Background 1.1 The Councils General Contract Standing Orders (the ‘GCSOs’) outline financial approval thresholds for contracts for goods, works and services. Contract awards above £500,000 for Supplies and Services and above £2,000,000 for Works require approval by the Committee. These contract awards are considered by the Committee on a case-by-case basis. 1.2 Where the value of a contract award is between £50,000 and £500,000 for Supplies and Services and between £500,000 and £2,000,000 for Works, GCSOs require that the Chief Officer of Assets and Procurement award these contracts on behalf of the appropriate Chief Officer.t 1.3 The Chief Officer of Assets and Procurement is required to notify Committee on a regular basis of any such contracts awarded on behalf of Procuring Service Areas 2. Report 2.1 The GCSOs require that contracts in excess of £500,000 for supplies and services and £2,000,000 for works are approved, on a case-by-case basis, by the Committee before award. 2.2 The GCSOs require that contracts with a value above £50,000 but less than £500,000 for Supplies and Services and above £500,000 but less than £2,000,000 for Works are awarded by the Chief Officer of Assets and Procurement on behalf of the appropriate Chief Officer. 2.3 The contracts awarded by the Chief Officer of Assets and Procurement that are under the £500,000 Committee financial approval threshold for Supplies and Services and £2,000,000 for Works in the period from 1 April 2023 to 30 June 2023 are detailed in Appendix 1. 3. Measures of success 3.1 Contracts support the delivery of Council and service priorities. 3.2 Appointment of contractors who have suitable experience and capability to deliver the required supplies, services or works. 3.3 Contracts awarded by the Council are compliant with GCSOs and procurement legislation. 3.4 The Council’s Contract Register is kept updated by services and management information is comprehensive and accurate. 3.5 Best Value is both demonstrable and achieved. 4. Supporting documentation 4.1 Appendix 1 - Summary of contracts awarded. James McKinstry Chief Officer (Assets and Procurement) Page 92 of 98
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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? Where Financial impacts have been identified, they have been established and addressed in each specific Contract Strategy and incorporated into the project. The Council’s Procurement Strategy proposes methods of maximising the delivery of procurement benefits that could bring improved financial return to the Council and the areas wider economy. Certain benefits have a monetary value attached and these will be monitored on a project-by-project basis. 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? Where HR impacts have been identified, they have been established and addressed in each specific Contract Strategy and incorporated into the project. Contracts awarded by the Council are compliant with GCSOs and procurement legislation. 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? Where Legal impacts have been identified, they have been established and addressed in each specific Contract Strategy and incorporated into the project. Page 93 of 98
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Contracts awarded by the Council are compliant with GCSOs and procurement legislation. 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? All contracts listed have been assessed by the Enterprise Architecture Governance Group (EAGG). 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? Sustainable procurement is one of the key objectives of the Council’s Procurement Strategy and will have a positive impact, including, embedding sustainable procurement as business as usual and incorporating community benefits into the Councils contracts. Supporting local businesses and SMEs through closer working with colleagues in the Council’s Enterprise department and by making our processes more streamlined and accessible. Where Environmental/Carbon impacts have been identified, they have been established and addressed in each specific Contract Strategy and incorporated into the project. 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 ☐ Page 94 of 98
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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? Where Risk impacts have been identified, they have been established and addressed in each specific Contract Strategy and incorporated into the project. Contract award procedures may be susceptible to legal challenge if they are not discharged in accordance with GCSO and procurement legislation. 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 95 of 98
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APPENDIX 1 – SUMMARY OF BELOW THRESHOLD CONTRACT AWARDS Contract Description Contract Award Date Contract Start Date Contract End Date Contract Extension Contract Value (inc extension) (£s) Successful Tenderer Supplies Services Works No of Tenders Received Route* School Walking Routes 12/05/2023 15/05/2023 31/03/2024 31/03/2025 £99,882.32 Atkins Ltd Services 1 *DAF3 Business Support and Expert Help Services 2023 – 2025 02/06/2023 03/07/2023 31/03/2025 N/A £460,000.00 Become Interactive Ltd, Brett Nicholls Associates Ltd, CJM Project Financial Management Ltd, Concept HR Solutions, GAP Communications, Glasgow Chamber of Commerce, Inspirent Ltd, Intend Business Development Ltd, J&G3 Ltd, KL Business Consulting Ltd, Mabbett & Associates Ltd, Managed IT Experts Ltd, MJM Associates (Scotland) Ltd, Morrow Associates Ltd, NSDesign Ltd, Optimum Business Growth Ltd, Russell McLeod Ltd, SBP (Scotland) Ltd T/A SBP Creative, Secure Business Advisors Ltd, Solutions on Demand Ltd, Stirton Consulting Ltd, TheMacDogFactory Ltd, Tinto Procurement, Where Now Consulting Ltd Services 39 CO *Direct Award from the Scotland Excel Engineering & Consultancy Services Multi-Supplier Framework, Lot 2 - Traffic & Transportation Services to best value provider. Key – Procurement Route Page 96 of 98
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CO - Contract Open Procedure CR - Contract Restricted Procedure FO - Framework Open Procedure FR - Framework Restricted Procedure FMCC - Mini Comp Council Framework FMC3 - Mini Comp 3rd Party Framework DAFC - Direct Award Council Framework DAF3 - Direct Award 3rd Party Framework DAH&SC - Direct Award Health & Social Care Related Services N - Negotiated Contract EXT - Extension to Contract/Framework Page 97 of 98
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