Agenda Document Pack - Enterprise and Fair Work Committee - 08/11/2024
North Lanarkshire Council · 8 November 2024
Back to Enterprise and Fair Work Committee — 8 November 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
30 October 2024 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 Friday, 08 November 2024 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, M Boyd, A Bustard, D Crichton, G Currie, P Di Mascio, K Docherty, A Duffy-Lawson, H Dunbar, W Goldie, H Gray, L Jarvie, J Leckie, F MacGregor, A Masterton, A McCrory, B McCulloch, M McPake, L Mitchell, L Nolan, G Robinson, R Sullivan, A Thomas, C Williams. Page 1 of 96
Page 2
Page 2 of 96
Page 3
Agenda 1 Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 Operational 2 City Deal Programme Update Submit report by Chief Officer (Place) providing an update on the current status of North Lanarkshire City Deal Infrastructure Programme Sub Projects. 5 - 14 3 Community Wealth Building Statement Submit report by Chief Officer (Place) outlining the progress made towards the implementation of Community Wealth Building as an approach to economic development, improving outcomes for and empowering communities. 15 - 30 4 Cumbernauld Town Centre Update Submit a report by Chief Officer (Place) providing an update on progress on the regeneration of Cumbernauld town centre. 31 - 40 Performance 5 Fusion Assets Performance & Financial Monitoring Report Submit report by Chief Officer (Place) outlining operational targets set for Fusion Assets Ltd during 2024/25 and performance against the targets for the period up to 30 September 2024. 41 - 56 6 Strategic Performance Framework - Latest Performance Results for Employability Submit report by Chief Social Work Officer (Education, Families, Justice and Integration) highlighting the number of residents supported into employment in Quarters 1 and 2 2024/25 and detailing the current employability challenges within communities. 57 - 68 Page 3 of 96
Page 4
7 Routes to Work Ltd - Performance and Finance Report Submit report by the Chief Social Work Officer (Education, Families, Justice and Integrated Practice) outlining Routes to Work Ltd's performance against its charitable objectives and priorities for Quarter 4 of 2023/24 and Quarter 1 of 2024/25. 69 - 84 8 Strategic Performance Framework - Latest Performance Results for Place (Economic Regeneration and Growth) Submit report by Chief Officer (Place) highlighting the 2023/24 year end performance of the Place Service in relation to the performance indicators in respect of Economic Regeneration and Growth. 85 - 96 Page 4 of 96
Page 5
North Lanarkshire Council Report Enterprise and Fair Work Committee Does this report require to be approved? ☐ Yes ☒ No Ref LN/PH Date 08/11/24 City Deal Programme Update From Pamela Humphries, Chief Officer (Place) E-mail NobleLy@northlan.gov.uk Telephone Lyndsay Noble 07970016256 Executive Summary The North Lanarkshire City Deal Programme Update Report seeks to inform the Enterprise and Fair Work Committee of the current status of North Lanarkshire City Deal Infrastructure Programme and its subprojects. Recommendations It is recommended that the Committee: (1) Acknowledges the status and recent progress of North Lanarkshire City Deal infrastructure subprojects and revised Programme. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (5) Grow and improve the sustainability and diversity of North Lanarkshire's economy Programme of Work Transforming Places Item 2 Page 5 of 96
Page 6
1. Background 1.1 The Glasgow City Region (GCR) City Deal is an agreement between the UK and Scottish Governments and the eight GCR Local Authorities, with the sole focus of creating additional economic growth. The 20-year GCR Deal was accepted by GCR Council Leaders on 20 August 2014 and incorporated: • implementing a £1.13bn Infrastructure Fund to improve the regional transport network, regenerate sites for economic use and improve public transport provision; • supporting growth in the life sciences sector; • helping small and medium enterprises to grow and develop; • establishing programmes to support the unemployed; and • piloting new ways of boosting the incomes of low wage employees. 1.2 As Committee is aware, a strategic review and prioritisation of all projects within the NL City Deal programme has been carried out and formed part of the consideration of the council’s Strategic Capital Investment Programme 2024/25 to 2028/29 approved by Policy & Resources Committee on 14 March 2024. 1.3 The review of City Deal Programme was to ensure the Programme remained fit for purpose and aligned to the Plan for NL and Programmes of Work and to manage project delivery and, importantly, to assess cost pressures on the projects. Following Committee approval in May 2024 and Glasgow City Region Cabinet approval in August 2024, the revised Programme now allows for a stronger focus on strategic connectivity, and new road infrastructure to enable regeneration and development. 1.4 The City Deal Programme for North Lanarkshire, as part of the infrastructure fund comprises the following sub projects: • A8/M8 Corridor Access Improvements o Strategic Active Travel o Orchard farm Roundabout • Glenboig Link Road (complete) • Pan-Lan Orbital Transport Corridor o East Airdrie Link Road o Ravenscraig Access Infrastructure South (Motherwell to Ravenscraig and Airbles Road Improvements) o Motherwell Town Centre Transport Interchange (complete) 1.5 The removal of the Ravenscraig North sub project has allowed for the funding allocation of the City Deal grant to be reallocated to further support the remaining Pan Lanarkshire Corridor sub projects principally East Airdrie Link Road and for the significant committed NLC additional contributions from RAI North (in the region of £50m) to be re-profiled over existing City Deal projects. Page 6 of 96
Page 7
2. Project Updates 2.1 East Airdrie Link Road As Committee is aware, the East Airdrie Link Road (EALR) will provide a new strategic link between the M8 and south Cumbernauld. The proposed link road will also provide the access to the Replacement Monklands Hospital at Wester Moffat, Airdrie. The Monklands Replacement Project is moving forward after having secured an Outline Business Case in July 2023 and Planning permission in June 2024. NHS Lanarkshire are working with their contractor, Laing O’Rourke, alongside their consultancy design team to progress the Project to Full Business Case in March 2025. 2.2 The EALR project team continue to liaise with NHS Lanarkshire through regular technical meetings and a Project Interface Board provides governance around coordination, manage risk, secure efficiencies, and maximise benefits. 2.3 With the approval of the EALR Outline Business Case in August 2024 and the project in DMRB Stage 3 (preliminary design and planning), the agreed programme is progressing at pace with the preferred link road route moving to a more detailed road alignment. Consultation is taking place on the first draft of the proposed road alignment design. Public Consultation will take place over October and November alongside further survey and design work. Feedback and comments received during the consultation will inform the second draft alignment design, leading to a third and final road alignment design. Further consultation will take place during the development of the road alignment in due course. As reported previously, to support the design work and planning application, topographical surveys and environmental surveys are taking place across the extent of the proposed Link Road. 2.4 The Project team have met with Local Members on the first draft of the proposed road alignment. AtkinsRealis, our consultants, alongside the EALR team, have developed a more focused approach to the approved preferred route and have specifically looked at the positioning of the road structures, integration of the new road with local roads, considered wider accessibility factors, and importantly, lessening the impact on land, landscape and woodland. As part of the design work an improved alignment at the northern section of the link road at Riggend is proposed taking account of design, environmental and cost factors and consultation feedback at Stage 2 of the Project. Ravenscraig Access Infrastructure 2.5 The Ravenscraig Access Infrastructure project, following the removal of the RIA N sub project, comprises 2 sub projects: • a new road connection between Motherwell and Ravenscraig from Airbles Road, passing under the West Coast Main Line railway, and on to the Regional Sports Facility • completing the dualling of Airbles Road between Airbles Farm Road and Hamilton Road and improving facilities for pedestrians and cyclists. 2.6 A revised procurement strategy for the development of the new road between Windmillhill Street and the Ravenscraig Sports Facility is now being taken forward as a series of related work phases. The first phase of work comprises the demolition of the buildings acquired for the scheme – at Manse Road (formerly Cook & Indis and Yesss Electrical), the existing Evans Halshaw dealership and the adjacent vacant commercial Page 7 of 96
Page 8
unit. The demolition works are progressing and in the final stages with the contract due to be complete by December 2024. 2.7 The advancement of the works through a series of packages including the demolition contract, subsequent proposed groundworks and advanced utilities works will assist in maintaining progress, minimising the impact on Motherwell Town Centre and local road network and will de-risk the main works contract. 2.8 The phasing of the works packages also allows further consideration of a wider strategic and local drainage strategy to potentially help support further works to improve the drainage network in the vicinity, which is significantly constrained and may inhibit future redevelopment and regeneration of council and other sites. It also allows the potential to link in with proposed road improvements being considered by the Roads Authority and supporting the delivery of the Active Travel Strategy. 2.9 Design work will continue for the Airbles Road Improvement sub project with the delivery of the works now programmed for February 2028 to March 2029 as per the approval at the May Committee. A8/M8 Corridor Strategic Active Travel 2.10 The provision of 10 km of Strategic Active Travel Links, connecting Eurocentral/Maxim Office Park/Newhouse and Mossend to surrounding local communities and local rail stations was approved by GCR Cabinet on 30 August 2022 as the new preferred option for the Eurocentral sub-project. 2.11 The routes identified are to the south of Eurocentral between Bellshill Rail Station/town centre and the M8 cycle route at North Road; Bellshill town centre, Mossend and Holytown, connecting into Eurocentral from Holytown and between Holytown and Newhouse. 2.12 To the north of Eurocentral, a route has also been identified from Whifflet rail station to the M8 cycle route at Shawhead. These routes are designated as Strategic Network Routes within the North Lanarkshire Active Travel Strategy. 2.13 The proposed shared use walking and cycling routes will be delivered by both City Deal investment and other external funding. The routes importantly link with other planned active travel route improvements as part of the East Airdrie Link Road project and with other projects under the Active Travel Strategy being taken forward by the Infrastructure and Transportation team. 2.14 Due to the scale of the project, a phased approach will be taken to design and delivery. Detailed design work is under way and will be progressed over 2024 and early 2025. Subject to Committee agreement, it is proposed to submit a first phase Full Business Case in Summer 2025. It would be intended to commence construction soon after, with completion of the first phase in Autumn 2026. 3. Measures of success 3.1 The North Lanarkshire City Deal Programme construction timescales have been updated following a programme review and approval of the Strategic Capital Investment Programme are as follows (construction only): Page 8 of 96
Page 9
Glenboig/Gartcosh Community Growth Area: • Glenboig Link Road – May 2017 to June 2018 (complete) Pan Lanarkshire Orbital Transport Corridor: • Muir Street – January 2022 to June 2023 (complete) • Ravenscraig Access Infrastructure – March 2022 to March 2029 (no longer including RAI N but including the reprofiling of Airbles Road) • East Airdrie Link Road – May 2028 to Sept 2030 A8/M8 Transport Corridor: • Orchard Farm Roundabout – October 2026 to October 2027 • Eurocentral Strategic Active Travel – October 2025 – August 2027 (delivered in phases) 3.2 The Programme and its sub projects have been developed to ensure that at a North Lanarkshire level, North Lanarkshire’s residents and businesses will directly benefit. 3.3 Each project at Outline Business Case stage and sub-project at Full Business Case stage has to demonstrate how it will deliver the direct and indirect benefits. As part of the business case process, through the Economic Impact Assessment, outputs and wider benefits are identified and are set out in a Benefits Realisation Profile. The Business Cases identify the economic impacts and the Benefits Profile quantify and details when outputs will be delivered and achieved as a result of the specific project investment. 3.4 The benefits will be measured over a 10-year period, reporting as part of the GCR Gateways until 2035. The City Deal Programme is currently in Gateway 2, with the outcome presented to the Scottish Government and UK Government in October 2024. A successful Gateway allows for the next 5 year tranche of funding to be released. 3.5 All North Lanarkshire City Deal contracts seek to maximise community benefits from contracts awarded for the Project. Community Benefits will be secured for both sub- projects comprising the Project, through the procurement of services and works in line with the City Deal Community Benefit Strategy. The Community Benefits will be delivered through the design, planning and implementation phases, through contracts directly awarded by North Lanarkshire Council and where relevant its partners. The community benefits menu within the City Deal Community Benefits Strategy will be used to target benefits that support the Council’s key aims and objectives and deliver against priorities. 3.6 The type and number of community benefits to be delivered at a project and contract level will be determined with reference to the nature and duration of each contract and supplier. Community benefit outcomes for the Project will be linked to the Council’s Single Outcome Agreement and Corporate Outcomes and the relevant local outcomes which underpin these at a Service level. 3.7 An annual update report on Community Benefits will be reported to Committee in May 2025. This will provide an opportunity to provide a general overarching position statement on the approach to Community Benefits for the City Deal Programme and to set out in more detail information on how benefits were delivered and the types of benefits each sub project achieved. Page 9 of 96
Page 10
4. Supporting documentation 4.1 No Supporting documents. Pamela Humphries Chief Officer (Place) Page 10 of 96
Page 11
5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The City Deal Cabinet has agreed that Inclusive Growth is to be fully embedded within the GCR City Deal programme delivery and that it is also committed to supporting the delivery of the Fairer Scotland Action Plan. Future NLC subproject OBC/FBC development will be scrutinised to ensure it meets the duties of the Fairer Scotland Action Plan. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Following Committee approval (May 24) and GCR Cabinet Approval on 6 August 2024, the revised North Lanarkshire Glasgow City Region City Deal Programme is as follows: • Glenboig Link Road £6.2m • A8/M8 Corridor Access Improvements o Orchard Farm £2.2m o Eurocentral Active Travel £4.3m • Pan-Lan Orbital Transport Corridor o East Airdrie Link Road £185.3m o Muir Street £3.8m o Ravenscraig Access £74.2m Infrastructure • Total £276m This is funded £149m by the GCR City Deal Infrastructure Fund and £127m by North Lanarkshire Council. The financial implications of the City Deal Programme will be considered within the council’s Long-term Financial Plan. To date budgetary implications over the next 5 years have been approved by the Policy and Strategy Committee. 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? Page 11 of 96
Page 12
5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The City Deal Team work closely with Legal Services on all sub projects focusing on land acquisition and CPO, procurement and contract preparation and management, funding agreements and any other related matters. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? All infrastructure projects developed by the council as part of the GCR City Deal will be subject to relevant environmental and sustainability appraisal and as part of the design process and subsequent planning application approvals and procurement. Furthermore, to adhere with HM Treasury Greenbook best practice, each iteration of project business case seeking GCR City Deal funding will include a review of the sustainability considerations, this will include carbon management, involving categorisation, assessment and mitigation. Page 12 of 96
Page 13
5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The City Deal programme and the delivery of the projects will continue to be promoted through Corporate Communications and the Glasgow City Region’s Communications team. In terms of East Airdrie Link Road, a joint communication plan will be developed with NHS Lanarkshire and North Lanarkshire Council to coordinate communication, stakeholder engagement and promote the projects as they develop. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? A key risk for the City Deal Programme is the current global economic climate and its short and long term impacts on the delivery of the city deal projects. This risk is becoming a live issue for the Programme and will be assessed and recorded within the City Deal Issues Register. This is not unique to City Deal and the approach to this risk and issue management will be carried out in conjunction with Finance and the Glasgow City Region Project Management Office. Risk management of North Lanarkshire’s City Deal activity is incorporated within the council’s City Deal programme risk register which is reviewed by the City Deal Manager and reported to the council’s City Deal Board. The City Deal risks are also integrated in the Planning and Regeneration Service Risk Register. Each City Deal sub project has a detail risk register and is managed by the Project Manager. 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 13 of 96
Page 14
Page 14 of 96
Page 15
North Lanarkshire Council Report Enterprise and Fair Work Committee Does this report require to be approved? ☒ Yes ☐ No Ref PH/SP Date 08/11/24 Community Wealth Building Statement From Pamela Humphries, Chief Officer (Place) Stephen Penman, Chief Officer (Strategic Communication and Engagement) E-mail weiry@northlan.gov.uk/ pollockle@northlan.gov.uk Telephone Yvonne Weir – 07508 001238 Leanne Pollock – 07814 916564 Executive Summary The report outlines the progress made towards the implementation of Community Wealth Building as an approach to economic development, improving outcomes for and empowering communities. The report outlines the background to Community Wealth Building and the proposed approach to establishing a Community Wealth Building Commitment Statement and associated implementation plan. This approach will support a number of key programme of work areas and workstreams thereby ensuring that the council embeds the Community Wealth Building model of economic development into its relevant plans and wider strategies. The appendix to the report includes the draft Community Wealth Building Statement and the report seeks endorsement of the draft Statement prior to final approval at the North Lanarkshire Partnership on 6 December 2024. Recommendations It is recommended that the Enterprise and Fair Work Committee: (1) Acknowledge the progress made to develop the draft statement and implementation plan; (2) Endorse the draft Community Wealth Building statement. (3) Agree that a report will be brought back to Committee in 12 months to provide an update on progress with delivery. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work All Programmes of Work Item 3 Page 15 of 96
Page 16
1. Background 1.1 Community Wealth Building is an internationally recognised progressive approach to economic development designed to tackle long-standing economic challenges. It seeks to transform local and regional economies by considering the ways in which the public sector, in partnership with the private, third and community sectors, can ensure more wealth is generated, circulated and retained in communities and localities. The approach is focussed on growing the influence communities have on the economy and ensuring communities receive more of the benefits from the wealth they help to generate. 1.2 Community Wealth Building is supported by harnessing the economic and social power of locally rooted public sector, voluntary, community and private organisations, often referred to as local anchors. The way in which these anchors operate and interact with other local organisations and the community, can add significantly to local employment, business growth, skills, incomes, and health and wellbeing. 1.3 The Community Wealth Building approach is focussed on five pillars of activity which play a complementary role in the retention of wealth in local places and regions for the benefits of communities. The five pillars of Community Wealth Building are as follows: • Spending - Maximising community and business benefits through procurement and commissioning, developing good enterprises, fair work and shorter supply chains. • Workforce - Increasing Fair Work and developing local labour markets that support the prosperity and wellbeing of communities. • Land and Property - Growing social, ecological, financial and economic value that local communities gain from land and property assets. • Inclusive Ownership - Developing more local and inclusive enterprises which generate community wealth, including social enterprises, employee-owned firms and co-operatives. • Finance - Ensuring that flows of investment and financial institutions work for local people, communities and businesses. 1.4 The Scottish Government has adopted the Community Wealth Building approach to economic development as a key practical means by which progress can be made towards realising the wellbeing economy vision outlined in the National Strategy for Economic Transformation (NSET). 1.5 Following a national consultation which took place between 31st January and 25th April 2023, the Programme for Government announced on 4 September 2024, confirmed that a Community Wealth Building Bill will be introduced during the 2024 to 2025 parliamentary year. The Bill will seek to address economic and wealth inequality by supporting the retention of more wealth in local and regional economies. It will seek to ensure consistent implementation of the Community Wealth Building model of economic development across Scotland. 1.6 A CWB Practitioners Network has been established to enable collaboration between local authorities, and to progress and promote the development of a collaborative approach to CWB across Scotland. In particular the Network is seeking to: Page 16 of 96
Page 17
• Determine potential for national and global CWB related initiatives • Facilitate joint working on agreed/identified topics such as advancing the ambition of specific CWB pillars • Share highlights, success stories and promote best practice amongst local authorities • Identify common opportunities, issues and potential solutions to be raised through appropriate channels. 1.7 North Lanarkshire Council is actively participating in the Network which meets on a quarterly basis. Secretariat is currently being provided through North Ayrshire Council and the Network is also being supported by the Improvement Service. A project officer post is currently being recruited by the Improvement Service to facilitate knowledge exchange, share good practice and learning, map activity across Scotland and to support the measurement of progress. 1.8 As outlined in previous reports, the Council has endorsed its approach to Community Wealth Building which is shared across the North Lanarkshire Community Planning Partners through the development of a Community Wealth Building statement that that can be applied across a number of policies, strategies and services for the benefit of local people. The partnership commitment included: • Developing a common understanding of Community Wealth Building • Understanding the breadth of work that contributes to Community Wealth Building and identifying further opportunities to enhance this • Partnership codesign of a Community Wealth Building statement to be embedded across several policy and strategy development areas • Ensuring that partnership decision making and practice is developed through a Community Wealth Building ‘lens’ 1.9 This report provides an update on the development and implementation of the North Lanarkshire Community Wealth Building Statement. 2. Report Update on the Development of the Community Wealth Building Statement 2.1 The North Lanarkshire approach has been progressed through a partnership working group (North Lanarkshire Council, North Lanarkshire Health and Social Care Partnership, NHS Lanarkshire, Voluntary Action North Lanarkshire, Police Scotland and Scottish Fire and Rescue Service) who have coordinated: • Community and Stakeholder engagement delivered late 2023 until March 2024 • Mapping of activity across the pillars • Drafting of a short statement for partners to sign up to • Internal organisational engagement is now underway across partner agencies to identify a small number of partnership implementation commitments and actions that each agency will deliver to support the approach 2.2 There has been an extensive programme of engagement and consultation which has included: • Initial key stakeholder session – August 2023 • Mapping of activities and initiatives across the partnership which align to CWB pillars • Community and Voluntary Sector locality engagement events covering the 9 Community Board areas Page 17 of 96
Page 18
• Presentations to NLP Strategic Leadership Board • Elected member briefing and reports to Committee • Engagement with Co-Operative Development Scotland • Discussion with the business community and Social Enterprise Network • Internal staff engagement with key teams and leadership including the council’s Operational Management Team • Presentation to Member/Officer Working Group on Third Sector and Communities 2.3 Feedback from the engagement has identified significant examples of activity already being delivered that supports the pillars that could be built upon, replicated or increased. The mapping also helped to show some of the gaps and areas for further development/improvement. This has included: • Culture Change – how we do things differently and work better with and for communities • Improved connections across key policy and strategy agendas • Maximising partnership resources and sharing of best practice • Investing in community capacity and sustainability • Improved engagement and honest conversations with communities and people who use our services • Improved engagement with, and our asks, of the business community and our supply chain • Maximising and better coordinating the social value gained from local spending power • Supporting the growth and sustainability of new and existing local businesses, social enterprises and other inclusive and democratic ownership models • Supporting the understanding, empowering and upskilling of staff to enable them to identify opportunities The Draft Statement 2.4 The draft North Lanarkshire Community Wealth Building Statement can be viewed in full in Appendix 1 of this report. 2.5 The key statement is that: “Partners commit to supporting the shared goal of adopting a Community Wealth Building approach to enhance the economy of North Lanarkshire which benefits People, Place and Prosperity and which is environmentally sustainable. This is a long-term commitment to transforming the wellbeing of all communities across North Lanarkshire making us more sustainable and resilient.” 2.6 This Statement by North Lanarkshire’s Anchor Partners will set out how we will work together, across the five pillars of the Community Wealth Building approach to help deliver the priorities for the Plan for North Lanarkshire, and, crucially to foster a local economy which works for people, communities, businesses and the wider environment. 2.7 The aim is that the Community Wealth Building statement and implementation plan will make a positive contribution the health check indicators for The Plan for North Lanarkshire and positively impact across the related Programmes of Work. The Implementation Plan 2.8 Aligned to the statement, the Council and the partners are working on an implementation plan. A range of key themes have emerged through the engagement undertaken within each of the Pillars which will drive actions within the implementation plan and which will directly align to the Plan for North Lanarkshire and the associated Page 18 of 96
Page 19
Programmes of Work. Discussions with key stakeholders and internal services are underway to finalise key actions around the themes below. 2.9 Spending • To increase local spend, where possible, through public procurement and commissioning. • To work collaboratively to maximise the scale and impact of social value and community benefits through procurement. • To embed Fair Work First Principles throughout supply chains. • To further raise awareness of tender opportunities and support local businesses, supported businesses and social enterprises to improve their capacity to successfully bid for tender opportunities and to participate in supply chains. 2.10 Workforce • To seek to recruit locally and from priority groups where appropriate. • To continue to deliver apprenticeship, training and employment initiatives to support those seeking employment, and in particular those furthest from the labour market, into sustainable employment. • To support and deliver volunteering opportunities to support local projects and communities. • To work towards increasing the number of local organisations becoming Living Wage employers and to support the introduction of Living Hours and Living Pensions. • To ensure all workers are respected and have appropriate channels for effective workers' voice, such as trade union recognition. • To commit to providing good employment - addressing any gender pay imbalances and identify in-work progression pathways and wellbeing support for staff. 2.11 Land and Property • To proactively support local community and voluntary sector organisation to use or develop assets. • To continue to seek opportunities to tackle vacant and derelict land. • To embed Community Wealth Building priorities within the next Local Development Plan for North Lanarkshire to maximise the benefits from development proposals. 2.12 Finance • To support and promote local financial institutions such as Credit Unions. • To encourage more local businesses to provide access to payroll deduction for their employees through local credit unions. • To support “keep it local campaigns”- encouraging staff and communities to shop locally, and to support Fair Trade in North Lanarkshire. • To support the implementation of the Fair Funding Charter and to improve accessibility and processes for funding the community and voluntary sector • To continue to develop and deliver opportunities around participatory budgeting • To align and embed Community Wealth Building with the Tackling Poverty Strategy and Child Poverty Action Plan. Page 19 of 96
Page 20
2.13 Inclusive Ownership • To support the development and growth of inclusive and democratic business models including social enterprises, employee-owned businesses and co- operatives. • To increase the involvement of local SMEs, co-operatives, social enterprises, community owned enterprise and employee-owned businesses in local commissioning models, procurement and supply chains. • To commit to engaging with local communities on the co-production of local services and projects. Timetable and Next Steps 2.14 A final draft of the Community Wealth Building Statement will be shared with partner agencies for endorsement through their internal mechanisms and for partners to finalise their internal approach and implementation actions. This will also focus on demonstrating how decisions are considered through a CWB lens. 2.15 Throughout October/November 2024, the council will formulate and agree its internal implementation actions. 2.16 The final draft statement and high-level implementation plan will be presented to the North Lanarkshire Strategic Leadership Board on 6 December 2024. 2.17 The final draft statement will be circulated to key stakeholders and communities for final feedback during December 2024 and January 2025. 2.18 Thereafter, a launch of the final statement is anticipated in February 2025 and formal implementation will commence. 2.19 An annual report on implementation and update on key actions and progress will be brought back to future meetings of the Enterprise and Fair Work Committee. 3. Measures of success 3.1 Through the implementation of the Community Wealth Building Approach, it is anticipated that the following Health Check Indicators will be positively impacted: • C16: Growth in Growth Value Added per head • C17: Increase in gross weekly pay for residents. • C18: Improve the percentage of all people economically active • C19: Increase the percentage of VAT/ PAYE registered businesses that survive for at least 3 years • C20: Reduce dependency on employment related benefits • C22: Reduce the percentage of children living in poverty after housing costs. 3.2 In addition, the following additional outcomes are being considered in alignment with the emerging themes and implementation plan: • Increase the value/ amount/ percentage of procurement spend with local businesses, supported businesses and social enterprises • Increase in the value of Community Benefits secured • Decrease in the hectares of Vacant and Derelict land in North Lanarkshire Page 20 of 96
Page 21
• Increase in the number of Community Asset Transfers • Increase in the number of Social Enterprises in North Lanarkshire • Increase in the number of employee-owned businesses and co-operatives in North Lanarkshire • Increase in the membership of local Credit Unions 4. Supporting documentation 4.1 Appendix 1 Draft Community Wealth Building Statement Pamela Humphries Chief Officer (Place) Stephen Penman Chief Officer (Strategic Communication and Engagement) Page 21 of 96
Page 22
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? Adopting a CWB statement and approach would have a positive impact on the Public Sector Equality Duty and the Fairer Scotland Duty. A full EQIA will be undertaken. 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? The Scottish Government intends to introduce a Community Wealth Building Bill. The Bill will seek to address economic and wealth inequality by supporting the retention of more wealth in local and regional economies. It will seek to ensure consistent implementation of the Community Wealth Building model of economic development across Scotland. At the current time, the legal impact of this Bill and any statutory consideration which may arise are unknown. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Page 22 of 96
Page 23
Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? A positive environmental/carbon impact is anticipated through a CWB approach whereby wealth is generated, circulated and retained in communities and localities. 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? Positive impact is anticipated. 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). Page 23 of 96
Page 24
If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 24 of 96
Page 25
Appendix 1 Draft North Lanarkshire Community Wealth Building Statement Introduction In North Lanarkshire, we are fully committed to a partnership approach to improving the lives and communities of local people; make North Lanarkshire the place to “Live, Learn, Work, Invest and Visit.” To deliver the shared ambition of inclusive growth and prosperity set out in The Plan for North Lanarkshire, we are adopting news ways of working together. Community Wealth Building is just such an approach. Community Wealth Building (CWB) is about making our economy work for everyone, by using the economic power of anchor partners working with local people and communities to retain and build the wealth that is generated in North Lanarkshire. Partner organisations are “Anchor partners” which are rooted in North Lanarkshire: we have established, longstanding local relationships, employ significant numbers of people and have substantial spending power. Partners to the Statement The North Lanarkshire Partnership Strategic Leadership is made up of: • Community and Voluntary Sector Partnership Group: • Fire and Rescue Scotland Lanarkshire Division: • NHS Lanarkshire: • North Lanarkshire Council: • Scottish Enterprise: • Police Scotland Lanarkshire Division: • University Health and Social Care North Lanarkshire: • Voluntary Action North Lanarkshire As members of the North Lanarkshire Partnership Strategic Leadership Board, we commit to support the effective implementation of our Community Wealth Building Statement and to ensure that any policy or strategy development, operational procedures and strategic resource decisions are taken, where possible through a Community Wealth Building lens. We commit to the implementation priories collectively. Partners Community Wealth Building Statement Partners commit to supporting the shared goal of adopting a Community Wealth Building approach to enhance the economy of North Lanarkshire which benefits People, Place and Prosperity and which is environmentally sustainable. This is a long-term commitment to transforming the wellbeing of all communities across North Lanarkshire making us more sustainable and resilient. The Five Pillars of Community Wealth Building This Statement by North Lanarkshire’s Anchor Partners set out how we will work together, across the five pillars of the Community Wealth Building approach to help deliver of the priorities for the Plan for North Lanarkshire, and, crucially to foster a local economy which works for people, communities, businesses and the wider environment. The aim is, where Page 25 of 96
Page 26
possible, that Community Wealth Building statement and implementation plan will make a positive contribution the health check indicators for The Plan for North Lanarkshire, as set out below. CWB Pillar Objective Anchor Pledge/ Commitment Health Check Indicator Spending Maximising community benefits through procurement and commissioning, developing good enterprises. Fair work and shorter supply chains • To increase local spend, where possible, through public procurement and commissioning. • To work collaboratively to maximise the scale and impact of social value and community benefits through procurement. • To embed Fair Work First Principles throughout supply chains. • To further raise awareness of tender opportunities and support local businesses, supported businesses and social enterprises to improve their capacity to successfully bid for tender opportunities and to participate in supply chains. Growth in Gross Value Added (GVA) per head Workforce Increasing fair work and developing local labour markets that support the wellbeing of communities. • To seek to recruit locally and from priority groups where appropriate. • To continue to deliver apprenticeship, training and employment initiatives to support those seeking employment, and in particular those furthest from the labour market, into sustainable employment. • To support and deliver volunteering opportunities to Improve the percentage of all people economically active. Reduce dependency on employment related benefits. Page 26 of 96
Page 27
support local projects and communities. • To work towards increasing the number of local organisations becoming Living Wage employers and to support the introduction of Living Hours and Living Pensions. • To ensure all workers are respected and have appropriate channels for effective workers' voice, such as trade union recognition. • To commit to providing good employment - addressing any gender pay imbalances and identify in-work progression pathways and wellbeing support for staff. Reduce the percentage of children living in poverty after housing costs. Increase the number of people economically active (16-64). Increase gross weekly pay for residents. Land and Property Growing the social, ecological, financial, and economic value that local communities gain from land and property assets • To proactively support local community and voluntary sector organisation to use or develop assets. • To continue to seek opportunities to tackle vacant and derelict land. • To embed Community Wealth Building priorities within the next Local Development Plan for North Lanarkshire to maximise the benefits from development proposals. Finance Ensuing that flows of investment and financial institutions work for local people, communities, and businesses • To support and promote local financial institutions such as Credit Unions. • To encourage more local businesses to provide access to payroll deduction Page 27 of 96
Page 28
for their employees through local credit unions. • To support “keep it local campaigns”- encouraging staff and communities to shop locally, and to support Fair Trade in North Lanarkshire. • To support the implementation of the Fair Funding Charter and to improve accessibility and processes for funding the community and voluntary sector • To continue to develop and deliver opportunities around participatory budgeting • To align and embed Community Wealth Building with the Tackling Poverty Strategy and Child Poverty Action Plan. Inclusive ownership Developing more local and social enterprises which generate community wealth, including social enterprises, employee-owned firms, and co- operatives. • To support the development and growth of inclusive and democratic business models including social enterprises, employee-owned businesses and co- operatives. • To increase the involvement of local SMEs, co- operatives, social enterprises, community owned enterprise and employee-owned businesses in local commissioning models, procurement and supply chains. • To commit to engaging with local communities on the co- Impact on the percentage of VAT/ PAYE registered businesses that survive for at least 3 years. Page 28 of 96
Page 29
production of local services and projects. Community Wealth Building contributing to The Plan for North Lanarkshire A Community Wealth Building approach by Anchor partners will help to deliver on key priorities in The Plan for North Lanarkshire: • Transforming Places- CWB prioritises the importance of Place - particularly communities which have not thrived economically. By adopting a CWB approach we can ensure more of the wealth that is generated in places across North Lanarkshire is retained in those places and helps them to thrive. • Invest in North Lanarkshire- A CWB approach will ensure that our Anchor Partners invest with local businesses and social enterprises, and to more closely align our advisory services to support investment in North Lanarkshire. • Sustainable Futures - A CWB approach promotes local suppliers and shortened supply chains which reduce our environmental impact and supports out Climate commitments. • Resilient People - Central to adopting a CWB approach is tackling poverty and inequality, through the creation and retention of good jobs providing fair work. • Brighter Futures – A CWB approach will support the creation of more employment and training opportunities across North Lanarkshire and support the implementation of fair work practices. In addition, by supporting the development and growth of social enterprises, co-operatives and employee-owned business a CWB approach will boost entrepreneurship and increase inclusive and democratic business models across North Lanarkshire. Page 29 of 96
Page 30
Appendix A Additional Indicators CWB Pillar Proposed Outcome Spending • Increase the value/ amount/ percentage of procurement spend with local businesses, supported businesses and social enterprises. • Increase in the value of Community Benefits secured. Workforce • Sufficient Health check indicators for this Pillar. Land and Property • Decrease in the hectares of Vacant and Derelict land in North Lanarkshire • Increase in the number of Community Asset Transfers Inclusive Ownership • Increase in the number of Social Enterprises in North Lanarkshire • Increase in the number of employee-owned businesses and co-operatives in North Lanarkshire Finance • Increase in the membership of local Credit Unions Page 30 of 96
Page 31
North Lanarkshire Council Report Enterprise and Fair Work Committee Does this report require to be approved? ☐ Yes ☒ No Ref SH/PH Date 08/11/24 Cumbernauld Town Centre Update From Pamela Humphries, Chief Officer (Place) E-mail HodgeS@northlan.gov.uk Telephone Stuart Hodge 07583 091571 Executive Summary Cumbernauld Town Vision was formally approved by Policy & Strategy Committee in September 2021. As one of the first steps in delivering Cumbernauld’s Town Vision, the Council acquired ‘The Centre Cumbernauld’ (TCC) in June 2023. Since then, there has been significant progress in the development of the plans for the regeneration of Cumbernauld town centre, including engagement with businesses and members of the public. The purpose of this report is to provide an update on progress so far on the regeneration of Cumbernauld town centre, as well as detailing works undertaken within TCC itself during 2024, alongside the programme for 2025 and beyond. Recommendations It is recommended that the Committee: (1) Acknowledges progress with the development of plans for The Centre Cumbernauld. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (2) Refocus our town centres and communities to be multi- functional connected places which maximise social, economic, and environmental opportunities Programme of Work Transforming Places Item 4 Page 31 of 96
Page 32
1. Background 1.1 In September 2021, the Council approved the publication of Town Visions for its eight town centres, including its largest town, Cumbernauld, as part of its core investment programme for ‘The Place – The Vision’ for North Lanarkshire. 1.2 Built primarily over the 1960/70s, The Centre Cumbernauld (including car parks) extends to over 5 hectares in size and is architecturally the most prominent structure within the town centre. 1.3 Through consultation work undertaken to develop the Cumbernauld Town Vision and the community engagement work carried out to seek feedback on this proposal, the acquisition of The Centre Cumbernauld, its demolition and its redevelopment was identified as central to community aspirations and ambitions for a new, successful, and attractive town centre. The redevelopment of the Centre would also, over time, open opportunities to regenerate land currently occupied by Fleming House and other public buildings such as, the Tryst, the Link, Bron Way, Cumbernauld New Town Hall and Cumbernauld Health Centre. 1.4 Due Diligence work to purchase ‘The Centre Cumbernauld’ (TCC) was commissioned in March 2021 and a project team was set up shortly afterwards. The Policy and Strategy Committee approved the purchase of TCC (in September 2021) subject to the conclusion of due diligence works and also endorsed the proposed interim arrangements for the asset and property management of the Centre. 1.5 Negotiation discussions were held with the owners of the centre (HAMCAP [Cumbernauld] LLP) and the purchase of TCC was subsequently approved by Finance and Resources Committee in March 2022. 1.6 Acquisition was delayed whilst an application for TCC to be given listed building status was duly considered by Historic Environment Scotland (HES). In November 2022, HES advised that parts of the Town Centre met the criteria for listing, but they did not intend to list it at this time due to the fact that the council’s plans for TCC were at an advanced stage. There was also strong local opposition to the listing proposal from Cumbernauld residents. 1.7 The delay, whilst the listing application was being considered, enabled the Council to re-apply for Levelling Up Funding from the UK Government. An application was submitted for £9.225m to support the acquisition of TCC and the future demolition of Fleming House as part of the future regeneration plans. In January 2023 the council received confirmation that its application for LUF for Cumbernauld had been successful and the acquisition of The Centre Cumbernauld concluded on 30th June 2023. Page 32 of 96
Page 33
2. Report Current Timescales 2.1 It was estimated that following acquisition, the demolition of the Centre would occur in two stages over a period of up to 10 years. The construction of the Hub and associated infrastructure would commence thereafter. The table below shows the key milestones for the rundown and demolition of The Centre Cumbernauld: Managing Agents 2.2 To enable The Centre Cumbernauld (TCC) to continue operating as a viable shopping destination following acquisition, the council had to ensure that appropriate management arrangements were in place prior to the purchase of TCC. This includes both the asset management and property management roles. It was agreed by Committee that following acquisition, under a Negotiated Tender Procedure, Gatehouse would be retained as Property Managers (PM) and HAMCAP as Asset Managers (AM) to manage the centre as an interim transition measure. The initial AM and PM arrangements were put in place for a 12-month period until 30 June 2024. Following expiry of these initial arrangements, new AM and PM contracts were procured via a Negotiation Tender Procedure and awarded with a maximum end date of 30 September 2025. This approach shall allow sufficient time for the necessary procurement exercise to take place for the long-term contract. 2.3 This procurement process is now underway. The long-term management contract will now be one combined role (asset and property manager jointly) rather than two separate appointments. A Prior Information Notice (PIN) was issued in late August 2024. This is used to assess the level of interest by the market and to also ask some high-level questions of those interested parties. The level of interest shown by the market via the PIN, will help determine the exact procurement route to be followed. 2.4 Avison Young were appointed in a Client Interface role to oversee the work of the Asset Manager and Property Manager and to provide advice and information, and ultimately, protect the council’s interest. The initial Client Interface contract expired on 31 March 2024. Following this contract’s expiry, a new Client Interface contract was awarded via a direct award from the Crown Commercial Services framework agreement. This contract commenced on 1 April 2024 for a period of 12 months with a further 6-month extension available if required. This contract award was reported to the Committee on 30 August 2024. The requirement for the Client Interface role going forward is still under consideration. Page 33 of 96
Page 34
Improvement Works / Repairs 2.5 During the due diligence process prior to acquisition, the overall condition of the property was assessed and it was recognised there would be a need for some investment in essential repair works to ensure The Centre could continue to operate safely and effectively for both tenants and customers. 2.6 This programme of works began with the resurfacing of external car parks in Autumn 2023. Due to considerable storm damage suffered by The Centre in January 2024, plans for capital investment were temporarily delayed whilst focusing on completion of remedial repairs to ensure The Centre was wind and watertight and to enable affected businesses to re-open as quickly as possible. 2.7 A substantial programme of repairs and improvement works covering lift overhaul and roofing works commenced in July 2024. This is a rolling programme of works that will continue for the remainder of 2024. The works are being funded through a combination of service charge (for eligible works) and Council capital funding. The majority of the works are being undertaken within Phase 1 and 2 of the building as demolition is not due to commence until at least 2031. Communication Strategy 2.8 Given the complexity and likely duration of the regeneration plans for Cumbernauld town centre, the importance of an effective communication strategy is recognised to help ensure effective communication and engagement with all key stakeholders on both the short term and longer term plans for Cumbernauld town centre. 2.9 As reported to Committee in May, a survey was issued to all business and third sector tenants in January 2024 informing them of the plans for redevelopment of the town centre and particularly the proposed demolition timescales for TCC. The purpose of this survey was to gauge tenants’ intentions, in terms of their plans, to continue trading within Cumbernauld town centre over the short, medium and long-term. The survey received 35 responses – around 30% of active tenants occupying a space within The Centre at that time. 2.10 Following the conclusion of the survey, all tenants were invited to attend a one to one meeting with Council Officers. These meetings commenced in May 2024 and approximately 50% of businesses and third sector organisations have engaged to date. Officers continue to attempt to engage with those tenants who have not yet responded. From the survey results and meetings held to date, the overwhelming majority of tenants are supportive of the redevelopment of Cumbernauld town centre and have highlighted underinvestment in The Centre previously which has contributed to a number of the ongoing issues. The business engagement is helping to identify the requirement for alternative commercial premises within the town centre, either on a temporary or permanent basis. 2.11 Where appropriate, businesses have been offered the opportunity to be referred to the Business Gateway Lanarkshire service. Some businesses have taken up this opportunity to speak to a Business Adviser to receive free, impartial business support and advice. Support and advice offered is wide ranging and can look at business growth plans, property searches, succession planning and potential funding available to businesses on a project-by-project basis, and more. Page 34 of 96
Page 35
2.12 Window graphics have also been installed in some vacant shop units within The Centre to provide information on the Concept Designs with QR codes used to direct people to the North Lanarkshire Council website where there are dedicated pages relating to the Cumbernauld town centre regeneration project, including a Frequently Asked Questions section. Alongside this, window wraps and floor stickers have been installed to direct people to Cumbernauld Library to try to help increase footfall. 2.13 A dedicated webpage relating to the Cumbernauld town centre project was launched via the council’s website in December 2023. These pages are updated regularly with the latest developments, as well as a Frequently Asked Questions (FAQ) section to answer common questions from members of the public and local businesses. The webpages can be accessed via:-www.northlanarkshire.gov.uk/RegeneratingCumbernauld. 2.14 During August-September 2024, a 6-week public exhibition was launched in Cumbernauld Library which provided residents with the opportunity to view the concept design plans including visuals of what the redeveloped town could look like, alongside a 3D model of the proposed new town centre. Attendees were asked to provide their feedback on the proposals through completing a short survey, either in paper form or online. The exhibition was staffed at varying times over the 6-week period to ensure staff were available on different days and times to answer any questions. The results of the survey are being collated and will be available in due course but the key themes emerging showed strong support for the redevelopment of the town and the demolition of The Centre. 2.15 One of the most frequent issues raised was regarding the future of the Tryst, specifically the need to retain a swimming pool within the town centre and for any gym and leisure facilities within the town to be "like for like" as they are now, rather than a reduced offering. Concerns were also raised around the potential impact on surrounding roads around Seafar and North Carbrain, if Central Way was to be either completely pedestrianised or to have traffic access and speeds reduced. 2.16 It is envisaged that public exhibition / consultation events will occur at appropriate intervals throughout the overall project to ensure the wider public is fully informed on meaningful progress. This will include targeted engagement with specific cohorts, such as young people and disability forums. The display boards being used for the exhibition within the library at present will be relocated to a vacant unit window within Phase 4 to continue to promote the overall project. Management of leases 2.17 It is envisaged that the first part of the centre to be demolished will be Phase 4 (the newer part of the town centre). There are presently seven tenants who have leases that expire after 2027. Positive discussions are underway with a number of these tenants, although some have not responded to attempts to engage with them. Gatehouse, on behalf of the council, are also liaising with all tenants in Phase 4 regarding leases due to expire prior to 2027. Future Commercial/ retail space 2.18 In recognition of the number of tenants presently operating within the Centre, their desire to remain within the town centre and the wider issue of a lack of retail space within Cumbernauld and surrounding areas, the Council have been exploring options around facilitating additional retail space both on a temporary and a permanent basis, including the option of a ‘modular village’ to be constructed on the Fleming House site. A Feasibility Page 35 of 96
Page 36
study is being progressed to explore potential delivery options, costs, potential demand and rental income. Demolition Update 2.19 As part of the acquisition process, the Council employed consultant engineers G3 to undertake a high-level demolition strategy that would consider the overall programme and costs involved in this part of the project. In recognition of the complexity of the demolition the appointment of a specialist demolition engineer is proposed for this project. As the demolition programme develops, available routes to market will be assessed to determine the most appropriate methods to appoint suitable and experienced consultants and contractor to undertake required services and works. 2.20 The current timescales indicate a consultant being engaged by the Council during 2025. The first stage of demolition is due to commence in 2027. This work would cover Phase 4 of the Centre and is estimated to take up to 2 years to complete. 2.21 The demolition of Fleming House is also scheduled to start in November and complete by Summer 2025. This will create a potential site for the first phase of re-development. Masterplanning 2.22 The Council previously employed Mast Architects to undertake a high level concept design for the overall redevelopment of the town centre including the new Town Hub. Procurement of a design team to begin work on an overall masterplan for the redevelopment of the town centre will commence in 2025. In order to produce a detailed masterplan, updated information will be required across a number of areas. Preliminary work has already begun on some aspects of this e.g. initial discussions have been held with Strathclyde Passenger Transport (SPT) and a number of bus operators. 2.23 The Council were approached by the University of Strathclyde’s Urban Design Studies Unit who were seeking the opportunity to use the town as a case study for their students during the next academic year starting in October 2024. It has been agreed to partner with the unit this year, enabling students to engage with our project team, where appropriate. Approximately 12 students undertaking the MSc Urban Design course will be involved. This entails a systematic analysis and appraisal of Cumbernauld town centre, followed by the production of a detailed plot based masterplan for the area. 3. Measures of success 3.1 Some measures of success include: • The procurement and establishment of long-term management agents for The Centre Cumbernauld by 1 October 2025. • Completion of repair works to improve the shopping experience for customers, and help retain businesses to maximise rental income. • Completion of the modular village feasibility study. • The development and approval of a Masterplan for Cumbernauld town centre. • Stage 1 demolition of The Centre Cumbernauld commencing in 2027. • Completion of Fleming House demolition in 2025. Page 36 of 96
Page 37
4. Supporting documentation 4.1 No supporting documents. Pamela Humphries Chief Officer (Place) Page 37 of 96
Page 38
5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? There are several financial impacts associated with the management of the Centre prior to demolition, including managing the non-domestic rates liability as premises are vacated. All options to mitigate the potential rates liability are being proactively considered, in consultation with Finance, and the Assessor. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ 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 38 of 96
Page 39
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? As outlined in the report. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? All relevant project risks are contained within the project risk register which is monitored and reviewed on an ongoing basis. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ Page 39 of 96
Page 40
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 40 of 96
Page 41
North Lanarkshire Council Report Enterprise and Fair Work Committee Does this report require to be approved? ☒ Yes ☐ No Ref PH/YW Date 08/11/24 Fusion Assets’ Performance & Financial Monitoring Report From Pamela Humphries, Chief Officer (Place) E-mail weiry@northlan.gov.uk Telephone Yvonne Weir 07508 001238 Executive Summary This report provides details of the operational performance of Fusion Assets Ltd. (Fusion Assets) during the first six months of 2024/25 (up to 30th September 2024), outlines a range of economic outputs and outcomes being delivered through this Arms Length Organisation (ALEO) and details key highlights achieved during 2024/25. The report also details the financial performance of Fusion Assets for 2023/24, their overall current financial standing and future financial projections. Recommendations It is recommended that the Enterprise and Fair Work Committee: (1) Acknowledges the content of this report and the operational targets set for Fusion Assets during 2024/25 and performance against these to 30th September (as outlined in Appendix 1); (2) Acknowledges the financial performance of Fusion Assets (2023/24), their overall current financial standing and future financial projections as detailed in 2.4 onwards; (3) Endorses the key highlights achieved during 2024/25. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (3) Maximise the use of our marketable land and assets through improved development in business and industrial infrastructure Programme of Work Transforming Places Item 5 Page 41 of 96
Page 42
1. Background 1.1 Fusion Assets is a wholly owned subsidiary of the council. It focuses on delivering physical economic regeneration projects across North Lanarkshire and in particular industrial development – a market where there is currently limited speculative development. Unlike more traditional council owned property companies, Fusion Assets is more similar to an urban regeneration company whose role is focused on their development of vacant and derelict land and brownfield sites rather than commercial property management. 1.2 It should be noted that Fusion Assets does not receive an on-going or recurring management fee from the council for the delivery of services but rather uses grant funding from the council’s annual Vacant & Derelict Land Fund (VDLF) allocation from the Scottish Government as enabling investment for the acquisition and redevelopment of vacant and derelict land sites. In taking this forward, Fusion Assets has developed a unique and innovative development model where the value of acquired/remediated land sites, together with other loan funding and Fusion’s reserves, is used as equity to set up joint venture partnerships with the private sector that will fund and manage the commercial redevelopment of sites for industrial use. Once industrial units are complete and let/partially let, unless restricted by the terms and conditions of any grant funding, this asset is sold to a private sector investor with returns used to pay off loan funding and re-invested in future regeneration projects. 1.3. Fusion Assets’ operational and financial performance was previously considered by the former ALEOs and External Bodies Monitoring Sub Committee. Following changes to the council’s Scheme of Administration, responsibility for oversight of service delivery by arm’s length bodies now rests with the relevant service committee. The functions delivered by Fusion Assets on behalf of the council fall within the Terms of Reference of the Enterprise and Fair Work Committee. 1.4. In addition to performance monitoring by service committees, the Audit and Scrutiny Panel holds responsibility for ensuring the effectiveness of the administrative and financial governance of all of the council’s ALEOs (including Fusion Assets) whilst the Policy and Strategy Committee retains responsibility for considering the outputs from reviews by the council into its arm’s length delivery arrangements, including recommendations in relation to Best Value and potential future delivery options. 2. Report Financial Impact Public Accountability Obligations – Financial year 2024/25 2.1 To satisfy the Council’s duty to ensure the organisation delivering economic regeneration projects on its behalf is financially sound, the Council’s Section 95 Officer maintains appropriate and proportionate processes and procedures for scrutinising Fusion Assets Limited’s financial performance. 2.2 The Council’s Legal Agreements with Fusion Assets Limited’s specify the financial information which must submit to the Council including an annual business plan, monthly management accounts, audited financial statements etc., to enable Finance to assess and report any financial risk likely to arise as a result of the Council using Fusion Assets Limited to deliver these services. 2.3 The Council expends VDLF resources annually with Fusion Assets Limited to deliver services which assist the Council in achieving its priority outcomes. The Council has a Page 42 of 96
Page 43
duty to continue to ensure this money is being properly used to deliver both the Council’s and Fusion Assets Limited’s key objectives. Financial Performance 1 April 2023 to 31 March 2024 2.4 The company’s audited annual accounts to 31 March 2024, as approved by the Fusion Board on 9/9/24, reports a net profit of £0.709m. This is in comparison to a net loss in 2022/23 of £0.012m. In respect of the underlying operational performance, this was a net surplus of £0.681m, which is a favourable variance of £0.910m on a net operating expenditure budget of £0.229m. This was mainly due to final profit share income of £0.804m in relation to a prior year sale at Newhouse Plot A2 coupled with favourable movements in relation to development / management fees and the impact of updated land valuations. A summary is provided at Appendix 2 along with previous year comparator outturn position. Overall Financial Standing as of 30 June 2024 2.5 Appendix 3 gives an update on the overall financial standing of the company, as of 30 June 2024, together with further information and previous year’s comparator figures. The company has cumulative net current assets of £1.741m predominately as a result of investments, work in progress and cash balances, offset by deferred income and members should be assured that the company has sufficient resources to meet its commitments. Financial Performance 1 April 2024 to 30 June 2024 2.6 The company approved a 2024/25 operating budget with projected net operating cost of £0.180m. This results in a decrease on the utilisation of reserves of £0.049m from 2023/24 and is mainly the result of the removal of the project management budget as well as projected increased rental income. For 2024-25 the company has been successful in securing VDLF funding of £1.231m and a further £1.125m in capital funding via the Council. 2.7 Based on its financial statements to 30th June 2024, Fusion Assets is currently projecting an underspend of £0.017m against budget, which is predominately due to increased bank interest. A summary is provided at Appendix 4 along with previous year comparator outturn position. 2.8 Reflecting the regeneration and project-based nature of Fusion Assets, the company’s project (capital) development expenditure is monitored cumulatively with spend on all projects fully tracked back to each project’s inception. The summary financial position of the projects as at 30 June 2024 is outlined in table 1 below. Page 43 of 96
Page 44
Table 1 – Capital development expenditure Budget Actual Projection Variance (Budget v Projection) £ £ £ £ Expenditure (VDLF & Non VDLF) 25,202,541 23,613,460 25,427,881 (225,340) Income (VDLF & Non VDLF) (28,339,709) (24,436,228) (28,938,388) 643,679 Net Cost/Surplus (3,137,168) (822,768) (3,555,507) 418,338 2.9 As outlined above, cumulative budgeted expenditure of £25.203m has been approved by Fusion Asset’s board, which will be met from budgeted income of £28.340m, a combination of VDLF grant, Regeneration Capital Grant funding, anticipated capital receipts and Fusion Assets own resources. 2.10 An overall surplus of £3.556m is currently projected, which is in line with what was previously reported in April 2024. These are estimates reflecting current valuations of land transfers and receipts from onward sales, which may fluctuate, impacting the surplus projected. 2.11 As of 30 June 2024, net income of £0.823m is reported, with a projected £1.814m of expenditure still to be incurred on pre-development and building works. Further receipts of £4.502m are still anticipated, mainly from the onward sale of developments and VDLF funding. 2.12 Members are reminded the total development investment of the current portfolio is in the order of £54m, which predominantly rests with the joint venture companies and excludes some £17.5m of predevelopment works funded through VDLF grants. Fusion Assets’ share of total development costs will be in the order of £8 -10m and will consist of a mixture of land, cash contributions and recycled receipts. Cash Flow Forecast to March 2026 2.13 Fusion Assets requires effective cash management to support its development programme therefore the cash position is closely monitored, with the cash balance as at 30 June 2024 totalling £4.022m. The cash flow forecast to March 2026 is shown in Appendix 5. Based on estimated expenditure and receipts the forecast demonstrates there is sufficient funding available to carry out the proposed development programme. The lowest cash balance is forecast at £2.417m in April 2025, with the cash balance forecast to be £2.619m by the end of March 2026. 3. Measures of success 3.1 Fusion Assets’ measures of success are reflected in the level of physical regeneration works which they deliver together with economic outcomes achieved from investment made. For 2024/25 this includes: Page 44 of 96
Page 45
• Secure planning approval for Plot 1 (2.37 ha) at Ravenscraig which consists of four units totalling 61,000 sq.ft and complete the second phase of enabling works to prepare the site for development. • Letting the second (15,500 sq.ft) unit at Link Park, Newhouse and securing funding for construction of the third building (20,000 sq.ft) on the remaining undeveloped plot (0.9 ha). • Concluding the establishment of a new joint venture company at Condor Park, Eurocentral and secure the loan finance to undertake the development of a multi let industrial scheme totalling 40,623 sq.ft. • Complete the enabling works on Plot 4 (0.6 ha) at Gartcosh Industrial Park and secure a funding agreement to take forward a second phase of development totalling 68,400 sq.ft through Gartcosh Estates LLP. Key Achievements & Highlights 2024/25 (Q1&2) 3.2 In April 2024, Gartcosh Estates LLP (a joint venture between Fusion Assets and J Smart & Co.) successfully sold Phase 1 at Gartcosh Industrial Park, which consisted of three industrial units. The joint venture partners are now looking to bring forward plans to build a second phase of development at Gartcosh. 3.3 In May 2024 Fusion Assets concluded the letting of Building 2 at Link Park, Newhouse, which was designed to be net zero enabled, to Yunex Traffic as their new Scottish service centre which will result in bringing 72 jobs to North Lanarkshire. 3.4 Following its acquisition of Plot 1 within the employment zone at Ravenscraig, Fusion Assets submitted a major planning application for the development of the site. The application is due to go to Planning Committee on 17th October, and if approved will allow work to start on the next phase of enabling works to bring the site up to a development ready condition. 4. Supporting documentation 4.1 The following appendices support this report: Appendix 1 Performance Indicators & Outcomes Appendix 2 Fusion Assets Ltd - Financial Performance as at 31st March 2024 Appendix 3 Fusion Assets Ltd - Overall Financial Standing as at 30th June 2024 Appendix 4 Fusion Assets Ltd - Financial Performance as at 30th June 2024 Appendix 5 Fusion Assets Ltd - Cashflow Forecast as at 30th June 2024 Pamela Humphries Chief Officer (Place) Page 45 of 96
Page 46
5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The financial performance of Fusion Assets Limited is closely monitored by the council’s Section 95 Officer and the financial performance as detailed above, along with other key financial information presented in the report. Fusion Assets does not receive an on-going or recurring management fee from the council for the delivery of services but rather uses grant funding from the council’s Vacant & Derelict Land Fund (VDLF) allocation as enabling investment for the acquisition and redevelopment of vacant and derelict land sites. The council did, however, award Fusion Assets £1.841m through the 2023/24 VDLF Programme and a further £1.231m through the 2024/25 Programme for a variety of industrial development projects. An allocation of £1.125m has also been secured from the council’s 5 year capital 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? 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 ☒ Page 46 of 96
Page 47
If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Depending upon the size and scale of the project, all relevant project risks are contained within the Corporate risk register or within an individual 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. Page 47 of 96
Page 48
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 48 of 96
Page 49
Appendix 1 Fusion Assets Ltd – 2024/25 Operational Performance Measures, Targets and Outcomes Area of Activity Performance Indicator 2024/25 Target Outcome Outcome Achieved Comments Cumulative Total (Since 2011) Improve economic opportunities and outcomes Support development of strategic investment sites, Enterprise Areas, and Industrial arks Number of infrastructure works to support strategic industrial sites 3 3 The infrastructure works at Link Park Plot A1 were completed in January 2024 along with building 2. Contract works at Ravenscraig Plot 1 were completed in January 2024. Works at Condor Park, Eurocentral, started in February 2024 and were completed on 19th April 2024. 13 Area of Activity Performance Indicator 2024/25 Businesses Accommodated by site as at 30th September 2024 Comments Cumulative Total (Since 2011) Support businesses in expansion and development Number of new gross businesses re-located T A R G E T Dundyvan Enterprise Park N/A A C T U A L Dundyvan Enterprise Park N/A Dundyvan was sold in early 2018 and Western Campus in October 2019. Businesses accommodated at these sites have not been counted from after the date of sale. Link Park: The 47,500sqft building for Co-Op on Plot A2 is complete but not yet occupied. Building 1 on Plot A1 is fully let. Building 2 is complete and under offer. Gartcosh: All three units in Phase 1 are now let and the investment sold. 13 Western Campus N/A Western Campus N/A 12 Drumpellier N/A Drumpellier N/A 4 Link Park 1 Link Park 1 4 Gartcosh (Phase 1) 2 Gartcosh (Phase 1) 2 3 Total Number of businesses accommodated when properties under ownership of Fusion Assets/Fusion Assets JV. 36 Page 49 of 96
Page 50
Area of Activity Performance Indicator 2024/25 Number of Gross Jobs Created by Site as at 30th September 2024 Comments Cumulative Total (Since 2011) Enhance the number of direct, indirect, and induced jobs Number of new direct gross jobs created (FTE) TARGETS ACTUAL Dundyvan Enterprise Park N/A Dundyvan Enterprise Park N/A Dundyvan sold in 2018 and Western Campus in 2019. Jobs created since date of sale have not been included. Drumpellier fully let prior to 1st April 2023, no change since then. 119 Western Campus N/A Western Campus N/A 166 Drumpellier N/A Drumpellier N/A 53 Link Park (A2) Building 2 (A1) 50 20 Link Park 0 75 Co-Op still to take occupation of A2 building. Building 2 on Plot A1 let and occupied. 63 Gartcosh (Phase 1) 55 Gartcosh Phase 1 (Buildings 2 &3) 60 Phase 1 now sold by Gartcosh Estates LLP. 85 Total Number of gross jobs created when properties under ownership of Fusion Assets/Fusion Assets JV (excluding figs for Co-Op and Building 2 at Link Park). 486 Area of Activity Performance Indicator 2024/25 Target Outcome (ha) Actual Outcomes as at 30th September 2024 Comments Cumulative Total - ha (Since 2011) Improve the health and wellbeing of our communities Improve brownfield and vacant & derelict land Total of vacant and derelict land improved (ha) 2.55 2.55 V&DL land improved at Plot A1 Ravenscraig and further enabling works also undertaken at two existing Fusion sites – Link Park and Condor Park 18.35 Page 50 of 96
Page 51
Vacant & derelict land sites removed from register Total of vacant and derelict land taken off register (ha) 1.04 1.04 Previous land removed to date includes from Dundyvan Enterprise Park, Western Campus, Link Park (part), Drumpellier Business Park (part) and Gartcosh Phase 1 (part). Remainder of Gartcosh Plot 1 anticipated to be removed from register in 2023/24. 5.84 V&DL acquired for commercial development V&DL acquired (ha) 2.55 2.55 Ravenscraig Plot 1 acquired in 2023/24 18.09 Area of Activity External Funding Leverage by Fusion Assets (Completed Projects) Comments Cumulative Total (Since 2011) Improve North Lanarkshire’s Resource Base Leverage on Council Investment Project Dundyvan Western Campus Gartcosh Phase 1 Drumpellier Link Park – has been excluded until full development completed / financed. Gartcosh Phase 1: Excludes VDLF investment made in Phase 2, 3 and 4 as this not currently financed. Total Total Project Spend £2,985,993 £4,209,915 £5,541,621 £1,646,596 £14,384,125 VDLF £162,917 £748,564 £976,000 £300,000 £2,187,481 NLC N/A £99,351 N/A N/A £99,351 RCGF N/A N/A N/A £1,116,591 £1,116,591 Private Sector £387,750 £631,000 £857,000 £115,000 £1,990,750 Fusion £530,326 £631,000 £524,000 £115,000 £1,800,326 Loan Finance £1,905,000 £2,100,000 £3,184,621 N/A £7,189,621 Ratio of Leverage achieved from NLC investment (inc. VDLF Funding) 18:1 5:1 6:1 5:1 6:1 Page 51 of 96
Page 52
Forecast GVA & Employment Impact of Projects Completed to Date Development Name Construction Spend *1 Construction Jobs (PYE) Construction Impact – GVA (£) *2 Employment By 2030*3 GVA Impact By 2030 *3 Local Economy Value Dundyvan Enterprise Park £2,823,000 18.8 £983,860 312 jobs + 0.5% £37M Western Campus £3,362,000 22.4 £1,172,259 357 jobs + 0.7% £50M Gartcosh Industrial Park Ph 1 (Building 1) £1,310,000 8.7 £455,297 175 jobs + 0.1% £7M Gartcosh Industrial Park Ph1 (Buildings 2 & 3) £3,091,076 20.5 £1,074,318 413 jobs +0.2 % £16M Enterprise House, Drumpellier Business Park £1,046,000 7.0 £366,331 65 jobs + 0.02% £2M Link Park, Newhouse (Building 1) £1,100,000 7.3 £382,030 156 jobs + 0.1% £8M Link Park, Newhouse (Building 2) £1,932,000 10.5 £705,857 TOTAL £14,664,076 95.2 £5,139,952 + 1478 jobs + 1.62% £120M *1 Excludes site acquisition and remediation costs *2 Person Year Equivalent (PYE) construction impacts are reported as gross impacts and as such do not take account of displacement or leakage to the local economy. Source: Scottish Annual Business Statistics 2019 *3 Employment and GVA impacts includes direct impacts (changes in employment and GVA as a direct result of these commercial developments), indirect impacts (impacts on supply chains) and induced impacts (household spending as a result of wages earned both via direct and indirect impacts). The uplifts in GVA and employment figures are based on a number of assumptions around the occupancy rates and types of businesses occupying these premises as well as macro-economic factors such as Brexit. The model on which 10 year Employment and GVA forecasts were produced was developed before the Covid-19 global pandemic and therefore may prove optimistic. Source: NLC oxford Economics Model 2019 Page 52 of 96
Page 53
Appendix 2 Fusion Assets Limited Financial Performance as at 31st March 2024 Income & expenditure 2022/23 Commentary Budget Final Outturn Variance Final Outturn £ £ £ £ Rental Income 150,865 159,347 8,482 116,420 Over-recovery in income at Newhouse Building due to lease agreements (rent free periods) Bank Interest 1,000 19,084 18,084 7,807 Increase in interest due to market impacts Investments 0 0 0 0 Misc 0 803,991 803,991 1,565 Final Profit share in relation to a prior year sale Total Income 151,865 982,421 830,557 125,792 Expenditure: Staff costs (188,950) (197,452) (8,502) (183,419) Board Costs (15,000) (15,041) (41) (15,000) Premise Costs (9,420) (10,046) (626) (8,474) Operating Costs (153,500) (72,363) 81,137 (68,436) Decreased expenditure in development and land management fees Running Costs (14,000) (6,874) 7,126 (6,334) Decrease expenditure in Insurance (due to increase in letting) and in Expenses Total Expenditure (380,870) (301,776) 79,094 (281,664) Net Surplus/Deficit (229,005) 680,645 909,651 (155,871) Accounting adjustments: Release of deferred grant income 0 2,185,902 2,185,902 1,638,735 Unrealised gain/(loss) on investment property 0 206,735 206,735 193,175 Impairment 0 (2,185,902) (2,185,902) (1,638,735) Tax provision 0 (178,023) (178,023) (49,575) Increase / (Utilisation) of Reserves (229,005) 709,357 938,362 (12,271) 2023/24 Page 53 of 96
Page 54
Appendix 3 Fusion Assets Overall Financial Standing - Balance Sheet as at 30 June 2024 Balances/ Indicator as at 30 June 2024 as at 31 March 2024 Movement Commentary £'000 £'000 £'000 Fixed Assets: Investments 1,040 1,040 0 Gartcosh Estates LLP Investment Property 4,320 4,320 0 Newhouse 5,360 5,360 0 Current Assets: Stocks 3,837 3,685 152 Work in progress Trade Debtors 483 621 (138) Debtors, VAT recoverable, deferred taxation, accrued income, prepayments Bank 2,034 2,236 (202) Increase largely due to reciept of profit share element in relation to sale of part of the Newhouse development Short-Term Investments 0 0 0 6,354 6,543 (188) Current Liabilities: Other Creditors inc. VAT & other taxes (4,613) (4,670) 57 Deferred income (VDLF), accruals, tax (4,613) (4,670) 57 Net current Assets/(liabilities) 1,741 1,873 (132) Creditors: Amounts falling due over 1 year (2,314) (2,314) 0 Deferred income (Boots) Net Asset / (Liabilities) 4,786 4,918 (132) Page 54 of 96
Page 55
Appendix 4 Fusion Assets Limited Financial Performance as at 30th June 2024 Income & expenditure 2023/24 Commentary Annual Budget Projected Outturn Variance Final Outturn £ £ £ £ Rental Income 177,759 177,759 0 159,347 Bank Interest 3,000 28,000 25,000 19,084 Increase in interest due to investment choice Investments 0 0 0 0 Misc 0 0 0 803,991 Total Income 180,759 205,759 25,000 982,421 Expenditure: Staff costs (200,850) (200,850) 0 (197,452) Board Costs (15,000) (15,000) 0 (15,041) Premises Costs (9,688) (9,688) 0 (10,046) Operating Costs (120,500) (128,500) (8,000) (72,363) Increased land management/maintenance costs Running Costs (14,300) (14,300) 0 (6,874) 0 0 0 0 Total Expenditure (360,338) (368,338) (8,000) (301,776) Net Surplus/Deficit (179,579) (162,579) 17,000 680,645 Accounting adjustments: Release of deferred grant income 0 0 0 2,185,902 Unrealised gain/(loss) on investment property 0 0 0 206,735 Impairment 0 0 0 (2,185,902) Tax provision 0 0 0 (178,023) Increase / (Utilisation) of Reserves (179,579) (162,579) 17,000 709,357 2024/25 Page 55 of 96
Page 56
Appendix 5 0.000 0.500 1.000 1.500 2.000 2.500 3.000 3.500 4.000 4.500 Apr- 24 May- 24 Jun- 24 Jul- 24 Aug- 24 Sep- 24 Oct- 24 Nov- 24 Dec- 24 Jan- 25 Feb- 25 Mar- 25 Apr- 25 May- 25 Jun- 25 Jul- 25 Aug- 25 Sep- 25 Oct- 25 Nov- 25 Dec- 25 Jan- 26 Feb- 26 Mar- 26 balance 4.05 4.03 4.02 3.98 4.01 3.98 3.93 3.78 3.54 2.72 2.87 2.55 2.41 2.45 2.46 2.50 2.53 2.53 2.53 2.57 2.57 2.57 2.61 2.61 Forecast Cash Balances to 31st March 2026 Page 56 of 96
Page 57
North Lanarkshire Council Report Enterprise and Fair Work Committee Does this report require to be approved? ☒ Yes ☐ No Ref AG Date 08/11/24 Strategic Performance Framework - latest performance results for Employability From Alison Gordon, Chief Office (Children, Families, Justice, and Integrated Practice) E-mail GordonAl@northlan.gov.uk Telephone 01698 332001 Executive Summary Driving up the employment rate in North Lanarkshire is a cornerstone of The Plan for North Lanarkshire’s vision for inclusive growth and prosperity for all people and communities in our area. Providing an effective employability service is central to this and ensuring employability support is available to all is recognised as a major contributor to both local economic development and tackling poverty. Supporting unemployed and underemployed residents into fair and sustained employment and supporting all young people into a positive destination remain the priorities within Education, Children and Families. The Strategic Performance Framework enables progress against strategic priorities and day to day operations to be regularly reported to service committees. This allows Elected Members to monitor, assess, and scrutinise performance to identify areas requiring improvement and inform future decision making. The report highlights the number of residents supported into employment in Q1 - Q2 2024/25 as well as detailing the current employability challenges within our communities. Alongside this the annually measured indicators are available to offer context on performance across a range of indicators. Recommendations It is recommended that the Enterprise and Fair Work Committee: (1) Review the high-level performance overview presented in Appendix 1, and the supporting data contained within the linked Excel spreadsheet and identify where further information is required to understand or investigate performance further. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Item 6 Page 57 of 96
Page 58
1. Background 1.1 There are six inter-related strategic frameworks which are key to evaluating the success of The Plan for North Lanarkshire and assessing delivery towards achieving the overall vision by ensuring each stage is appropriately aligned, planned, guided, implemented, monitored, and governed. 1.2 The six frameworks focus on ensuring a corporate one council approach in respect of Policy, Governance, Performance, Self- Evaluation, Project Management, and Demonstrating Improved Outcomes for Communities. 1.3 The Strategic Performance Framework comprises performance measurement at three levels (as per the diagram on the right). This aims to collectively provide an overview of performance to help understand the impact of council activities on improving services and outcomes for the people and communities of North Lanarkshire. The measures in this Framework allow for day to day activities, and progress towards achieving the long- term vision set out in The Plan for North Lanarkshire, to be regularly monitored, reported, assessed, and scrutinised. 1.4 The Strategic Performance Framework is aligned to the Accounts Commission’ Statutory Direction which places a requirement on councils to report a range of information in terms of (1) improving local services and outcomes, and (2) demonstrating Best Value. Key points of note in this respect are that the Accounts Commission also expect to see: (a) A balance in terms of reporting that captures highlights of good performance as well as areas of performance requiring improvement. (b) Reporting that is undertaken in a timely manner. (c) Easy access to performance information for all citizens and communities. (d) Comparisons of performance (i) over time (e.g. compared to previous years), and (ii) with others (e.g. other local authorities or the national average (where available and appropriate). The council’s comparative performance in Local Government Benchmarking Framework (LGBF) indicators can be viewed through the Improvement Service’s online dashboard: https://www.improvementservice.org.uk/benchmarking/explore-the-data 1.5 A Performance Reporting Schedule supports the timely submission of a range of performance information to ensure fully informed review, reporting, scrutiny, and decision making processes by Elected Members and senior management. This Schedule, endorsed by the Audit and Scrutiny Panel in February 2024, includes Chief Officer’s individual Performance Reviews at Service Committees in line with the Strategic Performance Framework. 1.6 This report therefore presents the Enterprise and Fair Work Committee with the latest performance results for Employability for Members’ further review and scrutiny. 2. Strategic Performance Framework Enterprise and Fair Work Committee responsibilities 2.1 In line with the terms of reference outlined in the Scheme of Administration, the Page 58 of 96
Page 59
Enterprise and Fair Work Committee is responsible for monitoring and reviewing performance information for the following Ambition Statements from The Plan for North Lanarkshire. 2.2 The high-level performance overview in Appendix 1 presents Members with a summary of the latest results for each performance indicator within the remit of the Chief Officer (Children, Families, Justice, and Integrated Practice) in relation to the Employability service. 2.3 The information in Appendix 1 comprises the undernoted. Appendix 2 provides additional context in respect of the council’s approach to the measurement of indicators and setting of targets. • An ideal direction arrow - this indicates whether a higher or lower figure is the preferred direction of travel. • Measurement unit - for example whether the result is a %, a number, a unit cost (in £), or a ratio. • Performance results for the most recent financial years (depending on availability of data) along with the latest year’s target and corresponding RAG status (for indicators where it is appropriate to set targets). • The most recent monthly or quarterly results, along with the corresponding target and RAG status. Note the inclusion of this information is dependent on the measurement frequency of the indicator and availability of data as at the time of reporting. • A trend graph - this captures the direction of travel achieved over the years and includes the most recent monthly or quarterly results where available. • Comments - narrative summarising the current position and providing an explanation for any significant variations in performance. Where applicable, this narrative also highlights any internal or external factors impacting on service delivery as well as any residual effects of the pandemic, e.g. any increase or decrease in the volume of transactions or enquiries processed. • An ideal direction arrow - this indicates whether a higher or lower figure is the preferred direction of travel. • Measurement unit - for example whether the result is a %, a number, a unit cost (in £), or a ratio. • Performance results for the most recent financial years (depending on availability of data) along with the latest year’s target and corresponding RAG status (for indicators where it is appropriate to set targets). 5. Grow and improve the sustainability and diversity of North Lanarkshire’s economy. 6. Raise attainment and skills for learning, life, and work to enhance opportunities and choices. Key to RAG status Green Performance is on target and/or within acceptable thresholds Red Performance does not meet target and is outwith acceptable thresholds Blue Performance surpasses the target and exceeds expectations A higher figure is better A lower figure is better Key to RAG status Green Performance is on target and/or within acceptable thresholds Red Performance does not meet target and is outwith acceptable thresholds Blue Performance surpasses the target and exceeds expectations Page 59 of 96
Page 60
• The most recent monthly or quarterly results, along with the corresponding target and RAG status. Note the inclusion of this information is dependent on the measurement frequency of the indicator and availability of data as at the time of reporting. • A trend graph - this captures the direction of travel achieved over the years and includes the most recent monthly or quarterly results where available. • Comments - narrative summarising the current position and providing an explanation for any significant variations in performance. Where applicable, this narrative also highlights any internal or external factors impacting on service delivery as well as any residual effects of the pandemic, e.g. any increase or decrease in the volume of transactions or enquiries processed. 2.4 A large volume of data supports the high-level performance overview in Appendix 1. This is outlined in the latest performance results for Employability Excel spreadsheet which is available through the following link for Members to carry out a deep dive and review and scrutinise each performance indicator further. The Menu on the second tab of the spreadsheet contains built in hyperlinks that automatically take the user to a tab for each performance indicator and therefore provides a useful navigation aid to review the contents of the file. • Latest performance results for Employability.xlsx Current context 2.5 The North Lanarkshire labour market mirrors to a great extent the wider UK labour market. In the UK the employment rate is below that of pre covid levels and economic inactivity is at its highest in nearly a decade and seems to be being particularly driven by an increase in the number of men out of work studying or with long-term health conditions, and an increase in women out of work for caring reasons. 2.6 This is happening despite unfilled jobs in the economy and continued strong growth in earnings. On the former, vacancies appear now to be levelling off but remain well above pre-pandemic levels in almost all parts of the economy (the main exceptions being retail, transport/ storage and the arts/ entertainment). On the latter, if anything earnings growth has picked up again since the turn of the year, particularly driven by many lower-paying industries where rises in the National Living Wage will likely lead to continued strong growth. 2.7 For those in work however, there are signs that more people are able to get the hours and the form of employment that they want, with the number of people either overemployed or underemployed (i.e. working more or fewer hours than desired) at its lowest in nearly twenty years; the number in temporary work because they can’t find a permanent job its lowest since at least the early 1990s; and fewer in part-time work because they can’t find a full-time job than since the eve of the financial crisis in 2008. However, while all of this is welcome news, it is of no benefit to the growing numbers who are outside the job market entirely. 2.8 The latest UK figures suggest an increasing polarisation between those in work who are seeing decent wage growth and some improvements in working hours and security and those out of work who are facing the increased cost of living on benefits. 2.9 The characteristics of the current labour market in North Lanarkshire show a range of positive developments including low unemployment at pre covid levels of 3.6% in August 2024, increases in average pay and sustained levels of participation in the labour market for young people. The key challenge that has emerged in the wake of Page 60 of 96
Page 61
the pandemic is the increase in economic inactivity, particularly in the numbers classified as long-term sick or those caring for others. Using the latest figures from March 2024 to compare with pre covid levels in December 2019, the key trends are clearly shown. Table 1 Economically Active Aged 16-64 Economically Active 2019 2024 Men 87,400 (80.7%) 88,700 (79.4%) Women 87,000 (75.4%) 67,400 (61.6%) Total 174,00 (78.1% 156,100 (70.3%) Table 2 Economic Inactivity Aged 16-64 Economic Inactivity 2019 2024 Total 47,800 (21.9%) 64,000 (29.5%) Want a job 10,900 (22.8%) 9,600 (15%) Does not want a job 36,806 (77.2%) 54,400 (85%) Men 20,200 (19.1%) 22,400 (20.6%) Women 27,600 (24.6%) 41,600 (38.4%) Caring for others 8,500 (17.9%) 14,000 (21.8%) Long Term Sick 14,900 (31.2%) 27,000 (42.3%) Source: NOMIS Official Census and Labour Market Statistics: Labour Market Profile North Lanarkshire, Aug 2024 (nomisweb.co.uk) 2.10 The growth in economic inactivity is mainly due to ill health and in North Lanarkshire coincides with less economic activity in women aged 16-64 and reflects post covid trends nationally. 2.11 The polarisation around those in work and those out of the labour market reinforces the Council strategy of working in a voluntary and supportive manner with our residents who are unemployed or economically inactive and funding employability programmes which deliver support to address barriers around health, wellbeing, and money issues. These are provided alongside real vocational support in terms of training and work experience to match our residents with the job that suits them and their circumstances and include our area-based community engagement projects delivered through Routes to Work Ltd and our Working for Families programme, which offers support to parents on low incomes with a long term plan to get back to work. Cross service work which includes adult learning, housing and tackling poverty colleagues and other partners working together to support this group is now the norm for employability programmes. 2.12 In terms of national policy, the Scottish Government’s own programme, Fair Start Scotland, ended in March 2024 with referrals now coming to Council funded programmes. There has been no significant increase in referrals to our programmes. The Council, in conjunction with the Local Employability Partnership, funds a range of programmes by matching its core funding with Scottish and UK Government funds which offer broad support as well as specialist support for thematic groups through Routes to Work Ltd and a range of third sector partners. Recent Performance highlights 2.13 North Lanarkshire Council funded employability programmes are benchmarked against others in Scotland as part of the Local Government Benchmarking Framework and in the last snapshot were third of all 32 local authorities in terms of supporting residents into employment. Alongside this in 2024/25 there has been an expansion and increase Page 61 of 96
Page 62
in reach of our Working for Families programme which aims to attract low income parents and alongside that a sustained focus on engaging economically inactive residents who want to work. Work with NHS Lanarkshire to secure posts for unemployed or economically inactive residents has developed again this year with 20 parents entering 6-month work placements with the NHS alongside the funding of Clinical Support Worker courses with NHS Lanarkshire and New College Lanarkshire which offer guaranteed employment contracts for those who complete the course and work experience placement. This partnership between Council funded employment programmes and NHS Lanarkshire is providing to be a source of sustained and fair employment for residents into secure employment. 2.14 In terms of the work to close the disability employment gap in North Lanarkshire, the Supported Employment team continued to work with over 200 disabled people every year using their person-centred model of support, with consistently higher rates of employment sustainability at 6 months after job entry than mainstream programmes. Alongside their work with adults, they continue the work piloted using the Young Person’s Guarantee in 2021/22 in supporting the transition from school of young people who have additional support needs or who are care experienced, into long term work placements leading to employment in a range of sectors. These programmes are innovative and engage employers in a meaningful way to employ young people with additional support needs. Areas of performance requiring improvement 2.15 There are no areas of performance requiring improvement due to their RAG status but the number of economically inactive residents, particularly those with long term health conditions, remains high and programmes are being adapted to support this group towards employment or training. Alongside this, the participation of young people aged 16-24 in the labour market remains a priority and in recent years council funded employability services, including those delivered by Routes to Work Ltd have been increasingly integrated and aligned with post school destinations and pathway programmes for young people. Next steps 2.16 As noted in paragraph 1.5, the Strategic Performance Framework is supported by a Performance Reporting Schedule. This sets out the arrangements for service, statutory, and Strategic Performance Framework reporting to committee. In this respect the relevant Committee can expect to receive the following in respect of Employability areas of work for 2024 to 2025. Report Description Committee Committee cycle Routes to Work Routes to Work, established in 2002, is a company limited by guarantee with charitable status which is wholly owned by the council. The organisation provides a range of free employability services to North Lanarkshire residents and specialises in providing case worker support to unemployed residents as well as support with accessing vocational training and the short-term costs associated with moving from benefits to employment, such as childcare and travel. • Latest report in May 2024: link to report 2.17 Enter prise and Fair Work Com mitte e Cycles 2 and 4 in 2025 Page 62 of 96
Page 63
3. Measures of success 3.1 Measures of success include: • Regular oversight and monitoring of performance across the organisation to gain assurances in terms of governance and accountability. • Regular review and challenge processes to scrutinise the performance of the council to ensure effective use of resources and that resources are directed in accordance with agreed policy and according to priorities, while ensuring sound decision making and clear accountability for the use of resources in achieving improved outcomes for service users and the local community. • Performance monitoring, management, and reporting arrangements that support the demonstration of improved performance in local services and outcomes, and the delivery of Best Value. 4. Supporting documentation Appendix 1 High-level performance overview Appendix 2 Note for information in respect of performance indicators and targets. Alison Gordon Chief Officer (Children, Families, Justice, and Integrated Practice) Page 63 of 96
Page 64
5. Impacts Chief Officers should complete the impacts section based on the contents of their report 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 64 of 96
Page 65
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 65 of 96
Page 66
Appendix 1 Employability High-level performance overview - as at September 2024 2024/25 ytd (for monthly or quarterly monitored indicators only) Positive destinations - % pupils leaving school and entering a positive destination CHN11 higher figure is better % 94.3 92.2 94.5 94.2 94.7 n/a; indicator for benchmarking purposes only 2023/24 data expected to be published by the Improvement Service early in 2025 n/a only measured annually n/a; indicator for benchmarking purposes only The proportion of pupils leaving school in NL and entering a positive destination had increased to 94.7% in 2022/23 - this equates to 3,796 leavers achieving a positive destination out of 4,007. This indicator continues to show improvement on The Plan for North Lanarkshire baseline of 91.8% (in 2016/17). Participation rate - % 16-19 year olds engaged with an organisation for the purposes of learning, training, or work CHN21 higher figure is better % 90.1 90.7 91.5 90.2 92.8 n/a; indicator for benchmarking purposes only 2023/24 data expected to be published by the Improvement Service early in 2025 n/a only measured annually n/a; indicator for benchmarking purposes only Latest results for 2022/23 show 92.8% of 16-19 year olds in North Lanarkshire are engaged in learning, training or work. This is an increase of 2.6% on the previous year. Employment support - % unemployed people assisted into work from council operated / funded employability programmes ECON1 higher figure is better % 25.3 21.6 12.9 35.0 21.4 n/a; indicator for benchmarking purposes only 2023/24 data expected to be published by the Improvement Service early in 2025 n/a only measured annually n/a; indicator for benchmarking purposes only Latest results show that 21.4% of people unemployed have been supported into work through a council operated or funded employability programme. This is higher than the national average of 12.9% and lower than the average for the family group of similar councils (21.5%). NL has consistently remained in the top quartile in Scotland in this benchmarking indicator. Employment support - number of people supported into employment by the council Pi026 higher figure is better number 1,340 1,448 1,164 2,132 1,197 1,127 997 blue blue 533 This indicator reports on the number of people supported into work through a council operated or funded employability programme which, in 2023/24, equates to 1,127. This is 70 less than 2022/23 but remains a significant number. The post pandemic labour market has seen major changes with very low unemployment, combined with participants on programmes being less job ready and in need of more investment of time to secure employment, as well as lower referral numbers. Year to date figures for 2024/25 (as at quarters 1 and 2) show that 533 people have been supported to date, which is higher than the target set for these quarters of 499. Employment support - % people obtaining / sustaining employment for 6 months or more Pi028 higher figure is better % 78.6 70.0 71.0 70.0 76.0 75.7 70.0 green green only measured annually Sustainment levels on those supported into work remain high with in work support levels of investment remaining high. Employment support - % people, with support needs, sustaining employment for 6 months or more Pi027 higher figure is better % 78.9 70.0 71.0 70.0 76.0 75.0 70.0 green green only measured annually Similar proportion to previous years of participants with barriers compared with total number and major changes in labour market post pandemic - very low unemployment and participants on programmes are less job ready and need more investment of time to secure employment alongside lower referral numbers. Sustainment levels remain high as these are a priority within programmes funded by NLC. 2024/25 target2022/232019/20 2020/21 2023/24 target 2023/24 RAG status2021/22 2023/24Indicator id ideal direction unit of measureme nt 2018/19 trend comments(for monthly or quarterly monitored indicators only) 2024/25 RAG status 80.0 85.0 90.0 95.0 100.0 18/19 19/20 20/21 21/22 22/23 80.0 85.0 90.0 95.0 100.0 18/19 19/20 20/21 21/22 22/23 0.0 20.0 40.0 60.0 2018/19 2019/20 2020/21 2021/22 2022/23 0 500 1,000 1,500 2,000 2,500 18/19 19/20 20/21 21/22 22/23 23/24 0.0 20.0 40.0 60.0 80.0 100.0 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 0.0 20.0 40.0 60.0 80.0 100.0 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 Page 66 of 96
Page 67
2024/25 ytd (for monthly or quarterly monitored indicators only) trend comments(for monthly or quarterly monitored indicators only) 2024/25 RAG status Indicator id ideal direction unit of measureme nt 2018/19 2024/25 target2022/232019/20 2020/21 2023/24 target 2023/24 RAG status2021/22 2023/24 Supported enterprise service - % of people with supported needs or barriers who successfully obtained and sustained employment for 6 months or more Pi029 higher figure is better % 84.6 85.1 89.1 86.9 74.2 89.3 70.0 blue blue only measured annually This indicator shows the effectiveness of the Supported Enterprise Service and NL Industries in assisting people with additional support needs and barriers to employment into work. It demonstrates how effective the supported employment process is in job matching and delivering in work support to help job retention. Living wage - % of people (age 18+) in employment earning less than the real living wage ECON7 lower figure is better % 20.5 19.3 15.8 14.9 8.8 n/a; indicator for benchmarking purposes only 2023/24 data expected to be published by the Improvement Service early in 2025 n/a only measured annually n/a; indicator for benchmarking purposes only Data to be provided at year end. Out of work benefits - claimant count as a % of working age population ECON12a lower figure is better % 3.4 3.7 6.7 5.0 3.5 3.4 n/a; indicator for benchmarking purposes only n/a only measured annually n/a; indicator for benchmarking purposes only Latest figures show the overall claimant count in NL is 3.6% in August 2024 - a steady decline over the years affected by the pandemic and a return to pre-pandemic levels. Full comparison against family group and national figures at year end. Out of work benefits - claimant count as a % of the population aged 16 to 24 ECON12b lower figure is better % 4.2 4.6 8.4 5.7 4.0 4.0 n/a; indicator for benchmarking purposes only n/a only measured annually n/a; indicator for benchmarking purposes only Latest figures show the claimant count for 16-24 year olds in NL is 5.5% in August 2024 (it was 5.4% in August 2023). Full comparison against family group and national figures at year end 0.0 20.0 40.0 60.0 80.0 100.0 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 0.0 2.0 4.0 6.0 8.0 10.0 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 0.0 2.0 4.0 6.0 8.0 10.0 12.0 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 0.0 5.0 10.0 15.0 20.0 25.0 30.0 2018/19 2019/20 2020/21 2021/22 2022/23 Page 67 of 96
Page 68
Appendix 2 Note for information in respect of performance indicators and targets It should be noted that the nature of particular areas of service being measured in order to assess and manage performance do not always lend themselves to a traditional approach to either measuring performance or setting targets, for example: • Some indicators (and targets) are required to monitor performance against a commitment or minimum standard the council has made in advance to achieve a stated level of performance when delivering a service. • Some indicators (and targets) are required to assess compliance with legislative requirements. • Some targets represent the level of performance that the council aims to achieve from a particular activity in either the short, medium, or long-term. • Some indicators are needed to help present a complete picture of performance in the round, as a single performance indicator used in isolation rarely tells the whole performance story and a range of indicators are required to reflect the economic, efficient, and effective aspects of demonstrating best value. • Some indicators and targets can help to support accountability to the public in terms of demonstrating best value and an efficient and effective approach to the delivery of services. • Some indicators are monitored to ensure the council complies with specific requirements, such as information governance or health and safety. • Some indicators are monitored to provide added context in order to help interpret performance results or supplement other existing measures. Information such as this can be critical to enhance knowledge and decision making in terms of demand to help determine priorities and allocate resources. • For some indicators it is not appropriate to set targets as it is the trend in the data (i.e. the direction of travel) that provides more meaningful information to allow for an assessment in relation to whether performance has improved. • Some indicators are national benchmarking indicators where their purpose is to allow for comparisons with other councils and the national average. These benchmarks are, in essence, can openers designed to focus questions on why variations in cost and performance are occurring between similar councils. • Some indicators are proxy measures, particularly in the case of measuring outcomes, as without directly measurable data for a desired outcome the only alternative is to use a proxy that is an indirect measure of the desired outcome but which is itself strongly correlated to that outcome. Page 68 of 96
Page 69
North Lanarkshire Council Report Enterprise and Fair Work Committee Does this report require to be approved? ☐ Yes ☒ No Ref AG/PK Date 08/11/24 Routes to Work Ltd – Performance & Finance Report From Alison Gordon, Chief Social Work Officer (Education, Families, Justice & Integration) E-mail gordonal@northlan.gov.uk Telephone 01698 332001 Executive Summary Routes to Work Ltd.’s performance was previously considered by the former ALEOs and External Bodies Monitoring Sub Committee. Following changes to North Lanarkshire Council’s Scheme of Administration, responsibility for oversight of service delivery by arm’s length bodies now rests with the relevant service committee. The functions delivered by Routes to Work on behalf of the Council fall within the Terms of Reference of the Enterprise and Fair Work Committee and a performance report is submitted in line with the Strategic Performance Framework considered by members in November 2019. This report outlines Routes to Work Ltd.’s performance against its charitable objectives and Council priorities for Q4 2023/24 to Q1 2024/25. This report also provides commentary in respect of the charity’s governance arrangements to provide assurance that Council obligations are being satisfied. The financial performance of Routes to Work Ltd. for Q4 2023/24 to Q1 2024/25 and overall financial standing is also included within this report. Recommendations It is recommended that Committee: (1) Acknowledge Routes to Work operational performance and finance for Q4 2023/24 to Q1 2024/25, along with wider achievements during that period. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (11) Increase economic opportunities for adults by understanding, identifying, and addressing the causes of poverty and deprivation and barriers to financial inclusion Programme of Work Brighter Futures Item 7 Page 69 of 96
Page 70
1. Background 1.1 Routes to Work, established in 2002, is a company limited by guarantee with charitable status which is owned by North Lanarkshire Council. The organisation provides a range of free employability services to North Lanarkshire residents and specialises in providing case worker support to unemployed residents as well as support with accessing vocational training and the short-term costs associated with moving from benefits to employment, such as childcare and travel. They also provide in-work support for up to 6 months for those participants that require it. 1.2 In 2017 the company amended its Memorandum and Articles of Association to extend its area of operation into other local authority areas thereby enabling Routes to Work to bid to deliver national employability programmes in these areas. This is intended to support the long-term sustainability of the company. While joint delivery of the Council’s Shared Prosperity Fund, Working for Families and No One Left Behind youth employment programmes has been and is currently the major source of income for Routes to Work, in the past the organisation has delivered a wide range of other programmes on behalf of the Council or in conjunction with the Council’s Employability team. 1.3 Routes to Work’s Board of Directors currently consists of up to twelve members – two are Category A members appointed by North Lanarkshire Council (one an elected member, and one a senior Council officer) and up to ten Category B directors, who bring specialist expertise to the company and are selected through a formal nominations’ procedure. The Board currently has independent directors with interests and/or experience in local community development and engagement, lifelong learning and skills, business development and support, HR and Law. The Board of Directors has responsibility for ensuring that Routes to Work’s services are delivered in accordance with approved Service Level Agreements and charitable objectives and meets quarterly to fulfil these duties. Council funded activities delivered by Routes to Work are also aligned to The Plan for North Lanarkshire and Council Programme of Work areas. 1.4 Routes to Work were comprehensively reviewed in 2019 with the outcomes from the review considered by the Policy and Strategy Committee at its meeting in September 2019, where it was noted that the charity is performing well and delivering on its key objectives. It is also currently part of the Council’s latest ALEO review process. In addition to contractual performance monitoring by this committee, the Audit and Scrutiny Panel is responsible for ensuring the effectiveness of each entity’s governance arrangements, including financial governance. The Policy and Strategy Committee retains responsibility for considering the outputs from reviews by the council into its arm’s length delivery arrangements, including recommendations in relation to Best Value and potential future delivery options. 2. Report Operational Performance Q4 2023/24 to Q1 2024/25 2.1 The operational performance overview for employability initiatives delivered by Routes to Work in the reporting period are attached at Appendix 1. The following points are service delivery highlights which are not included within the performance measures. Page 70 of 96
Page 71
2.2 Re-focus of No-One Left Behind programme In response to the increase in partnership work with secondary schools and Skills Development Scotland and in agreement with NLC, the focus of No One Left Behind programmes funded by NLC is youth employment and programmes target unemployed 16–19 year-olds as well as those 15-year-olds who are within 6 months of their statutory leaving date and may not have a positive destination. These programmes play a significant role in ensuring that young people not in a positive destination are engaged and supported. Those young people who are over 19 years of age are now supported via the UK Shared Prosperity Fund. 2.3 Community Engagement Team Given the current challenge of attracting unemployed and economically inactive residents to council funded employability programmes, Routes to Work have established a Community Engagement Team whose aim is provide a more assertive outreach to identify, approach and engage unemployed and economically inactive residents. In addition to this a conscious decision was made to build a more strategic approach to engaging with existing partners and building relationships with new partners including third sector organisations and the community planning partnership stakeholders. 2.4 Destination Success As noted in the previous report the company launched the Destination Success programme in Q3 2023/24, a post-school positive destination pilot targeting those young people who have secured a positive post-school destination but who are at risk of not commencing and/or sustaining. The programme has made a positive impact on young people and education colleagues. There were 62 young people referred to the programme from five target schools in Airdrie and Coatbridge, with 51 young people progressing into a positive destination. 94% of those young people commenced and sustained in a positive post school destination. Routes to Work continue to support the rest of the young people from the group to identify and fill a positive destination. 2.5 Cyber Essentials Plus Routes to Work were successfully assessed and accredited with Cyber Essentials Plus on 2nd May 2024. Cyber Essentials Plus accreditation provides comprehensive verification of all cyber controls to an externally validated and recognised industry standard endorsed by the National Cyber Security Centre (NCSC) and is valid for 12 months. 2.6 Knowledge Transfer Partnership Routes to Work remain committed to the Knowledge Transfer Partnership with the University of West of Scotland (UWS). The project is nearing completion and two senior managers in Routes to Work have recently completed the Social Value Practitioner Level 1 training. The primary objective is the production of a Full Social Value Evaluation Report and Executive Summary and Assurance by Social Value UK. Page 71 of 96
Page 72
Financial Performance Q4 2023/24 to Q1 2024/25 Public Accountability Obligations 2.7 To satisfy the Council’s duty to ensure the organisation delivering employment and training services on its behalf is financially sound, the Council’s Section 95 Officer maintains appropriate and proportionate processes and procedures for scrutinising Routes to Work’s financial performance. 2.8 The Council’s Legal Agreements with Routes to Work specify the financial information which must be submitted to the Council including an annual business plan, quarterly management accounts, audited financial statements etc. to enable Financial Solutions to assess and report any financial risk likely to arise as a result of the Council using Routes to Work to deliver these services. 2.9 The Council expends revenue resources annually with Routes to Work to deliver services which assist the Council in achieving its priority outcomes therefore has a duty to ensure this money is being properly used to deliver both the Council’s and Routes to Work objectives. 2.10 Financial Outturn to 31st March 2024 The 2023/24 Annual Accounts approved by the Board at the AGM on 19 September 2024 reported a Net Movement in Funds of £0.054m, which are a result of an actuarial gain on pensions of £0.051m and increased charitable activities of £0.03m. Further details on the Financial Outturn to 31 March 2024 is outlined in Appendix 2. 2.11 Balance Sheet at 31st March 2024 Key balances are set out in Appendix 3 to provide members with an update on the overall financial standing of the company, as at 31 March 2024, along with the comparator figures as at 31 March 2023. Council representatives are asked to note that the company has net assets, excluding pension fund assets, of £0.930m (£0.927m - 2022/23). Therefore, Members can be assured that the company has sufficient resources to meet its current obligations. 2.12 Forecast Financial Performance at 30 June 2024 For financial year 2024/25, income approved from the Council is £5.019m which represents 98% of the organisations total budgeted income of £5.113m. The balance of income of £0.094m is to support development and management costs. The outturn to 31 March 2025 is projected to be on budget at an operational surplus of £0.072m. A detailed comparison of projected outturn to the 2024/25 Budget are provided in Appendix 4. 2.13 Balance Sheet at 30 June 2024 Key balances are set out in Appendix 5 to provide members with an update on the overall financial standing of the company, as at 30 June 2024, along with the comparator figures as at 31 March 2024. Council representatives are asked to note that the company has net assets, excluding pension fund assets, of £0.916m which is a £0.014m adverse movement on the 31 March position. This is predominantly due to favourable movements in cash offset by trade debtors, prepayments and increased Page 72 of 96
Page 73
creditors. Therefore, members can continue to have assurance in the company’s resources. 2.14 Projected Cash flow to 31st March 2025 The cashflow for the year projected to 31st March 2025 is attached per Appendix 6. Cash balances vary from a high of £1.144m in June 2024 to a low of £0.120m in March 2025. 3. Measures of success 3.1 Routes to Work Ltd. continue to provide an effective employability service on behalf of the Council to support unemployed and underemployed residents of North Lanarkshire. 4. Supporting documentation 4.1 Appendix 1 Routes to Work – Q4 2023/24 to Q1 2024/25 Operational Performance 4.2 Appendices 2 6 Routes to Work – Q4 2023/24 to Q1 2024/25 Financial Performance Alison Gordon Chief Social Work Officer (Education, Families, Justice & Integration) Page 73 of 96
Page 74
5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☒ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The financial performance of Routes to Work is closely monitored by the council’s Section 95 Officer and the financial performance as detailed above, along with other key financial information presented in the report. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Page 74 of 96
Page 75
Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Routes to Work maintain a detailed risk register which is presented to each Board meeting. In terms of the Council, the risk of Routes to Work and the wider employability programmes being deemed non-compliant with external funders is present. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☒ No ☐ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Within all Routes to Work employability programmes veterans are immediately eligible for support alongside other priority groups. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). Page 75 of 96
Page 76
If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 76 of 96
Page 77
Appendix 1 Routes to Work – Q4 2023/24 and Q1 2024/25 Operational Performance Q4 2023/24 Employability Programme Indicator Target Outcome/Purpose 2023/24 Q4 Target 2023/24 Q4 Actual Blue Red Amber Green Comments No one Left Behind (NOLB) Number of starts Engaged on programme 104 91 R Support targeted on unemployed young people aged 16-24 years offering them the opportunity of a job, apprenticeship, further or higher education, training programme or volunteering. Targeting particularly excluded groups of 16-24 yr olds. This programme also supports the Education and Families Pathways Programme. Number of Job Entries Job Entries secured 51 28 R 26-week sustainment Jobs sustained at 26 weeks 70% 74% B Parental Employment Support Fund Number of starts Engaged on programme 52 90 B Funding from the Scottish Government to support employed and underemployed parents who may be at risk of poverty. Number of Job Entries Job Entries secured 24 16 R 26-week sustainment Jobs sustained at 26 weeks 70% 73% G UK Shared Prosperity Fund 31 Registration Engaged on programme 69 17 R Funding from the UK Government to deliver a a place-based intervention engaging with economically inactive residents and economically inactive parents from agreed geographically areas to improve their life chances and increase their pre-employability skills. The aim is to support project proposals that align with long-term strategic plans for local growth, target people most in need and support community renewal. Increased Employability Increased employability through development of interpersonal skills 48 21 R Basic Skills Improved basic skills 15 10 R Supported Employment Receiving transitional support to sustain in employment 2 3 B Engaged in Health Services Engaging with NHS to support improved health 8 0 R Sustained Engagement Engaging with Case Worker for 6 months 50 42 R Page 77 of 96
Page 78
Job Searching Engaged in job searching activities 27 17 R Job Entries Job entries secured 17 3 R UK Shared Prosperity Fund 35 Number of starts Registrations 357 456 B Funding from the UK Government to deliver an all-age employability programme supporting economically inactive and unemployed North Lanarkshire residents to progress closer to and into sustainable employment, as well providing the opportunity for low-income in-work residents to upskill through training. Entered FE/HE/Training Moved into full time education or training programme 45 20 R Number of qualifications Accredited Qualifications 173 53 R Number of Job Entries Jobs 216 203 R 26-week sustainment Jobs sustained at 26 weeks 70% 77% B Q1 2024/25 Employability Programme Indicator Target Outcome/Purpose 2024/25 Q1 Target 2024/25 Q1 Actual Blue Red Amber Green Comments No one Left Behind (NOLB) Number of starts Engaged on programme 30 95 B Support targeted on unemployed young people aged 16-19 years offering them the opportunity of a job, apprenticeship, further or higher education, training programme or volunteering. Targeting particularly excluded groups of 16-24 yr olds. This programme also supports the Education and Families Pathways Programme. Entered FE/HE/Training Moved into full time education or training programme 0 0 G Number of qualifications Accredited Qualifications 39 91 B Number of Job Entries Job Entries secured 36 36 G 26-week sustainment Jobs sustained at 26 weeks 70% 75% B Parental Employment Support Fund Number of starts Engaged on programme 30 90 B Funding from the Scottish Government to support employed and underemployed parents who may be at risk of poverty. Number of qualifications Accredited Qualifications 49 23 R Page 78 of 96
Page 79
Number of Job Entries Job Entries secured 42 36 R 26-week sustainment Jobs sustained at 26 weeks 70% 75% B UK Shared Prosperity Fund 31 Registration Engaged on programme 43 19 R Funding from the UK Government to deliver a a place-based intervention engaging with economically inactive residents and economically inactive parents from agreed geographically areas to improve their life chances and increase their pre-employability skills. The aim is to support project proposals that align with long-term strategic plans for local growth, target people most in need and support community renewal. Increased Employability Increased employability through development of interpersonal skills 32 0 R Basic Skills Improved basic skills 26 0 R Supported Employment Receiving transitional support to sustain in employment 13 3 R Sustained Engagement Engaging with Case Worker for 6 months 13 14 B Job Searching Engaged in job searching activities 19 7 R Job Entries Job entries secured 13 6 R 26-week sustainment Jobs sustained at 26 weeks 70% 68% A UK Shared Prosperity Fund 35 Number of starts Registrations 369 360 A Funding from the UK Government to deliver an all-age employability programme supporting economically inactive and unemployed North Lanarkshire residents to progress closer to and into sustainable employment, as well providing the opportunity for low-income in-work residents to upskill through training. Entered FE/HE/Training Moved into full time education or training programme 41 22 R Number of qualifications Accredited Qualifications 123 116 R Number of Job Entries Jobs 207 164 R 26-week sustainment Jobs sustained at 26 weeks 70% 70% G Key: - B - Blue (above threshold) ≥5% of target G - Green (within threshold and on target) = to or + 5% of target A - Amber (within threshold but below target) R - Red (below threshold) ≤ 5% of target Page 79 of 96
Page 80
Appendix 2 Routes to Work Limited Outturn to 31 March 2024 Income & expenditure 2023/24 Revised Annual Budget 2023/24 Outturn to 31 March 2023/24 Revised Budget vrs Outturn Commentary £'000 £'000 £'000 Income from NLC No one left behind 452 385 67 Prospects for Parents 353 250 103 S31 - UKSPF Employment Support 597 402 195 S35 - UKSPF Employability & Skills Support 2,348 1,800 549 Programme Information Reporting 0 18 (18) Positive Destination Support 0 17 (17) PIP - Residual 743 678 65 Young Persons Guarantee - Residual 111 112 (1) TTS - Residual 39 29 11 Allocations 0 233 (233) Total Income from NLC 4,643 3,923 720 Development Income 27 26 1 Other Income 104 127 (23) Total Incoming Resources 4,774 4,077 698 Under-recovery is predominately due to cessation of ESF funding and commencement of UKSPF funded projects resulting in a change in methodology in how grant claims are calculated compared to budget. This is mirrored by Charitable Activities. Expenditure: Charitable Activities (4,839) (4,022) (817) Total Resources Expended (4,839) (4,022) (817) Underspend is predominately due to cessation of ESF Funding and commencement of UKSPF funded projects resulting in a change in methodology in how grant claims are calculated compared to budget. This is mirrored by an under-recovery within Incoming Resources. Operational surplus / (deficit) (65) 54 (119)Page 80 of 96
Page 81
Appendix 3 Routes to Work Limited Overall Financial Standing - Balance Sheet as at 31 March 2024 Balances/ Indicator 31/03/2024 £'000 31/03/2023 £'000 Variance £'000 Commentary Fixed Assets 0 1 (1) Current Assets: Trade Debtors 764 127 637 Movement due to finalisation of ESF funded projects, the commencement of UKSPF funded projects and the timing of claims / invoices. Prepayments 577 548 29 Timing of grant claims. Bank / Cash 511 423 88 Increase largely attributable to receipt of grant funding. Short Term Investments 85 85 0 1,938 1,183 754 Current Liabilities: Creditors inc. Advanced payments, VAT & other taxes (1,007) (256) (751) Balance as at 31/03/24 includes accruals relating to advance payments from NLC which will be realised at 31/03/25. (1,007) (256) (751) Net Current Assets 930 927 3 Defined scheme pensions liabilities 1,753 1,702 51 FRS102 actuarial valuation Net Asset / (Liabilities) 2,683 2,629 54 Financed by Reserves:- Designated Reserves 284 299 (15) Drawdown on reserve to fund Manager post within Strategic Growth offset by other minor movements. Unrestricted funds 721 750 (29) Change in methodology for submitting claims in relation to UKSPF funded projects Unrestricted Pension Fund 1,753 1,702 51 FRS102 actuarial valuation Restricted Funds (74) (121) 47 Change in methodology for submitting claims in relation to UKSPF funded projects Total Reserves 2,683 2,629 54Page 81 of 96
Page 82
Appendix 4 Routes to Work Limited Projected Outturn to 31 March 2025 Income & expenditure 2024/25 2024/25 Year to date 2024/25 2024/25 Commentary Variance Budget vrs Projected Outturn Budget Budget Actual Variance Projected Outturn to 31 March 2025 Variance Budget vrs Projected Outturn £'000 £ £ £ £'000 £'000 Income from NLC No one left behind 627 160 138 22 627 0 Prospects for Parents / WFF 725 127 103 24 725 0 Programme Information Reporting 44 11 11 0 44 0 S31 - UKSPF Employment Support 572 145 115 30 572 0 S35 - UKSPF Employability & Skills Support 2,688 675 585 90 2,688 0 Allocations 364 87 83 4 364 0 Total Income from NLC 5,019 1,205 1,035 170 5,019 0 0 Development Income 32 5 6 (1) 32 0 Other Income 62 16 16 (1) 62 0 Total Incoming Resources 5,113 1,225 1,057 169 5,113 0 Expenditure: Charitable Activities (5,042) (1,221) (1,071) (150) (5,042) 0 Total Resources Expended (5,042) (1,221) (1,071) (150) (5,042) 0 Operational surplus / (deficit) 72 4 (14) 18 72 0 Surplus due to timing of receipt of income Page 82 of 96
Page 83
Appendix 5 Routes to Work Limited Overall Financial Standing - Balance Sheet as at 30 June 2024 Balances/ Indicator 30/06/2024 £'000 31/03/2024 £'000 Variance £ Commentary Fixed Assets 0 0 0 Current Assets: Trade Debtors 139 764 (625) Income now received , mirrored by movement in Bank / Cash Prepayments 572 577 (5) Minor Movement Bank / Cash 1,144 511 633 Receipt of income Short Term Investments 85 85 0 1,941 1,938 3 Current Liabilities: Creditors inc. Advanced payments, VAT & other taxes (1,025) (1,007) (17) Minor Movement (1,025) (1,007) (17) Net Current Assets 916 930 (14) Defined scheme pensions liabilities 1,753 1,753 0 Net Asset / (Liabilities) 2,669 2,683 (14) Financed by Reserves:- Designated Reserves 270 284 (14) Minor Movement Unrestricted funds 737 721 16 Minor movement offset by Restricted Funds Unrestricted Pension Fund 1,753 1,753 0 Restricted Funds (91) (74) (17) Minor movement offset by Unrestricted Funds Total Reserves 2,669 2,683 (14) Page 83 of 96
Page 84
Page 84 of 96
Page 85
North Lanarkshire Council Report Enterprise and Fair Work Committee Does this report require to be approved? ☒ Yes ☐ No Ref PH Date 08/11/24 Strategic Performance Framework - latest performance results for Place (economic regeneration and growth) From Pamela Humphries, Chief Office (Place) E-mail HumphriesP@northlan.gov.uk Telephone 07939 280710 1. Background 1.1 There are six inter-related strategic frameworks which are key to evaluating the success of The Plan for North Lanarkshire and assessing delivery towards achieving the overall vision by ensuring each stage is appropriately aligned, planned, guided, implemented, monitored, and governed. 1.2 The six frameworks focus on ensuring a corporate one council approach in respect of Policy, Governance, Performance, Self-Evaluation, Project Management, and Demonstrating Improved Outcomes for Communities. Executive Summary The purpose of this report is to highlight the 2023/24 year end performance of the Place Service in relation to the performance indicators detailed at Appendix 1 for economic regeneration and growth. Recommendations It is recommended that the Enterprise and Fair Work Committee: (1) Review the high-level performance overview presented in Appendix 1, and the supporting data contained within the linked Excel spreadsheet and identify where further information is required to understand or investigate performance further. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Item 8 Page 85 of 96
Page 86
1.3 The Strategic Performance Framework comprises performance measurement at three levels (as per the diagram on the right). This aims to collectively provide an overview of performance to help understand the impact of council activities on improving services and outcomes for the people and communities of North Lanarkshire. The measures in this Framework allow for day to day activities, and progress towards achieving the long-term vision set out in The Plan for North Lanarkshire, to be regularly monitored, reported, assessed, and scrutinised. 1.4 The Strategic Performance Framework is aligned to the Accounts Commission’ Statutory Direction which places a requirement on councils to report a range of information in terms of (1) improving local services and outcomes, and (2) demonstrating Best Value. Key points of note in this respect are that the Accounts Commission also expect to see: (a) A balance in terms of reporting that captures highlights of good performance as well as areas of performance requiring improvement. (b) Reporting that is undertaken in a timely manner. (c) Easy access to performance information for all citizens and communities. (d) Comparisons of performance (i) over time (e.g. compared to previous years), and (ii) with others (e.g. other local authorities or the national average (where available and appropriate). The council’s comparative performance in Local Government Benchmarking Framework (LGBF) indicators can be viewed through the Improvement Service’s online dashboard: https://www.improvementservice.org.uk/benchmarking/explore-the-data 1.5 A Performance Reporting Schedule supports the timely submission of a range of performance information to ensure fully informed review, reporting, scrutiny, and decision making processes by Elected Members and senior management. This Schedule, endorsed by the Audit and Scrutiny Panel in February 2024, includes Chief Officer’s individual Performance Reviews at Service Committees in line with the Strategic Performance Framework. 1.6 This report therefore presents the Enterprise and Fair Work Committee with the latest performance results for Place for Members’ further review and scrutiny. 2. Strategic Performance Framework Enterprise and Fair Work Committee responsibilities 2.1 In line with the terms of reference outlined in the Scheme of Administration, the Enterprise and Fair Work Committee is responsible for monitoring and reviewing performance information for the following Ambition Statements from The Plan for North Lanarkshire. 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. 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. Page 86 of 96
Page 87
2.2 The high-level performance overview in Appendix 1 presents Members with a summary of the latest results for each performance indicator within the remit of the Chief Officer (Place). 2.3 The information in Appendix 1 comprises the undernoted. Appendix 2 provides additional context in respect of the council’s approach to the measurement of indicators and setting of targets. • Ideal direction text - this indicates whether a higher or lower figure is the preferred direction of travel. • Measurement unit - for example whether the result is a %, a number, a unit cost (in £), or a ratio. • Performance results for the most recent financial years (depending on availability of data) along with the latest year’s target and corresponding RAG status (for indicators where it is appropriate to set targets). • The most recent monthly or quarterly results, along with the corresponding target and RAG status. Note the inclusion of this information is dependent on the measurement frequency of the indicator and availability of data as at the time of reporting. • A trend graph - this captures the direction of travel achieved over the years and includes the most recent monthly or quarterly results where available. • Comments - narrative summarising the current position and providing an explanation for any significant variations in performance. Where applicable, this narrative also highlights any internal or external factors impacting on service delivery as well as any residual effects of the pandemic, e.g. any increase or decrease in the volume of transactions or enquiries processed. 2.4 A large volume of data supports the high-level performance overview in Appendix 1. This is outlined in the latest performance results for Place - economic regeneration and growth Excel spreadsheet which is available through the following link for Members to carry out a deep dive and review and scrutinise each performance indicator further. The Menu on the second tab of the spreadsheet contains built in hyperlinks that automatically take the user to a tab for each performance indicator and therefore provides a useful navigation aid to review the contents of the file. • Latest performance results for Place - economic regeneration and growth.xlsx Current context 2.5 In the last 6-months, there have been further signs of economic recovery following the UK’s technical recession in late 2023 with signs of Gross Domestic Product (GDP) growth, inflation falling and a slight drop in interest rates. However, there remains critical labour market challenges particularly around economic inactivity rates. Despite ongoing pressures, North Lanarkshire’s economy is continuing to grow and attract new inward investment and job growth. Productivity as measured by Gross Value Added (GVA) per job in North Lanarkshire remains greater at £53,000 than that the Glasgow City Region (£49,700) and Scottish (£52,600) averages. The gross weekly pay for North Lanarkshire’s residents remains higher than the average earnings for both Scotland and the UK. The council, through the implementation of its Economic Regeneration Delivery Plan and range of business support and employability activities Key to RAG status Green Performance is on target and/or within acceptable thresholds Red Performance does not meet target and is outwith acceptable thresholds Blue Performance surpasses the target and exceeds expectations Page 87 of 96
Page 88
continued to proactively support sustainable growth to help improve economic outcomes for its residents. This has been supplemented in the last 6-months with the in-sourcing of the Lanarkshire Business Gateway Service on 1 March 2024. Recent Performance highlights 2.6 The Economic Regeneration Delivery Plan (ERDP) seeks to co-ordinate and maximise the economic impact of the council’s place-based investment in housing, town centres, infrastructure and industrial developments. In addition to the direct benefits that these programmes bring to local communities and the wider economy, the council’s investment also provides construction employment opportunities. As reported to the last Committee, at the end of 2023/24, 2539 construction jobs had been created as a result of ERDP related investment across North Lanarkshire by the council and the council's arms length external organisations. Areas of performance requiring improvement 2.7 Town vacancy rates remain higher than the national and family group averages. However, this is a short-term measure that can only be impacted upon by long-term activities and the council already has in place a large-scale transformation programme for North Lanarkshire’s town centres, including, for example, ambitious plans to redevelop Cumbernauld town centre. The most recent update in this respect was reported through the ERDP performance framework annual progress report in September 2023. 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. 2.8 There has been a downward trend in business survival rates reflecting the difficult economic conditions over this period. This trend is being monitored and the new Business Gateway service includes additional follow-ups with start-ups to assist in addressing this trend. In relation to the number of businesses per 10,000 population, the 2023 North Lanarkshire figure of 244 reflects the pre-pandemic level of 243 whereas the corresponding Scottish average fell from 330 to 316 over the same time period. 2.9 Despite the challenging economic climate, the council and Business Gateway supported 423 new businesses in 2023/24, which was below the target of 500. Despite being below target, this reflected 11 months as opposed to 12 months of delivery due to the in-sourcing of the contract and some staffing shortages experienced in mid-2023 by the former contractor. In terms of number of new businesses supported per 10,000 population North Lanarkshire is on par with the national average and family group. Next Steps 2.10 As noted in paragraph 1.5, the Strategic Performance Framework is supported by a Performance Reporting Schedule. This sets out the arrangements for service, statutory, and Strategic Performance Framework reporting to committee. In this respect the relevant Committee can expect to receive the following in respect of Place areas of work for 2024 to 2025. Page 88 of 96
Page 89
Report Description Committee Committee cycle Planning performance framework This report updates on the Scottish Government’s feedback on the performance of the planning and place service for the latest year based on the Planning Performance Framework (PPF) submitted each year. • Latest report in November 2023: link to report Planning Committee Cycle 1 in 2025 Economic Regeneration Delivery Plan (ERDP) Performance Framework The ERDP Performance Framework was approved by Committee in February 2021. This comprises 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 help to understand the impact that the delivery of the ERDP is having on improving economic opportunities and outcomes for all. • Latest report in August 2024: link to report Enterprise and Fair Work Committee Cycle 3 in 2025 Fusion Assets Fusion Assets is a wholly owned subsidiary of the council. It focuses on delivering physical economic regeneration projects across North Lanarkshire and in particular industrial development - a market where there is currently limited speculative development. Unlike more traditional council owned property companies, Fusion Assets is more similar to an urban regeneration company whose role is focused on the redevelopment of vacant and derelict land and brownfield sites rather than commercial property management. • Latest report in May 2024: link to report Enterprise and Fair Work Committee Cycle 4 2024, Cycles 2 and 4 in 2025 New supply programme update on progress This report aims to provide an update regarding progress with the delivery of the new supply programme which aims to deliver 5,000 new homes by 2035. • Latest report in November 2023: link to report Housing Committee Cycle 4 in 2024 3. Measures of success 3.1 Measures of success include: • Regular oversight and monitoring of performance across the organisation to gain assurances in terms of governance and accountability. • Regular review and challenge processes to scrutinise the performance of the council to ensure effective use of resources and that resources are directed in accordance with agreed policy and according to priorities, while ensuring sound decision making and clear accountability for the use of resources in achieving improved outcomes for service users and the local community. • Performance monitoring, management, and reporting arrangements that support the demonstration of improved performance in local services and outcomes, and the delivery of Best Value. Page 89 of 96
Page 90
4. Supporting documentation 4.1 Appendix 1 High-level performance overview 4.2 Appendix 2 Note for information in respect of performance indicators and targets Pamela Humphries Chief Officer (Place) Page 90 of 96
Page 91
5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ Page 91 of 96
Page 92
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 92 of 96
Page 93
Appendix 1 Place - economic regeneration and growth High-level performance overview - as at September 2024 Page 93 of 96
Page 94
Page 94 of 96
Page 95
Appendix 2 Note for information in respect of performance indicators and targets It should be noted that the nature of particular areas of service being measured in order to assess and manage performance do not always lend themselves to a traditional approach to either measuring performance or setting targets, for example: • Some indicators (and targets) are required to monitor performance against a commitment or minimum standard the council has made in advance to achieve a stated level of performance when delivering a service. • Some indicators (and targets) are required to assess compliance with legislative requirements. • Some targets represent the level of performance that the council aims to achieve from a particular activity in either the short, medium, or long-term. • Some indicators are needed to help present a complete picture of performance in the round, as a single performance indicator used in isolation rarely tells the whole performance story and a range of indicators are required to reflect the economic, efficient, and effective aspects of demonstrating best value. • Some indicators and targets can help to support accountability to the public in terms of demonstrating best value and an efficient and effective approach to the delivery of services. • Some indicators are monitored to ensure the council complies with specific requirements, such as information governance or health and safety. • Some indicators are monitored to provide added context in order to help interpret performance results or supplement other existing measures. Information such as this can be critical to enhance knowledge and decision making in terms of demand to help determine priorities and allocate resources. • For some indicators it is not appropriate to set targets as it is the trend in the data (i.e. the direction of travel) that provides more meaningful information to allow for an assessment in relation to whether performance has improved. • Some indicators are national benchmarking indicators where their purpose is to allow for comparisons with other councils and the national average. These benchmarks are, in essence, can openers designed to focus questions on why variations in cost and performance are occurring between similar councils. • Some indicators are proxy measures, particularly in the case of measuring outcomes, as without directly measurable data for a desired outcome the only alternative is to use a proxy that is an indirect measure of the desired outcome but which is itself strongly correlated to that outcome. Page 95 of 96
Page 96
Page 96 of 96