Agenda Document Pack - Enterprise and Fair Work Committee - 14/02/2025
North Lanarkshire Council · 14 February 2025
Back to Enterprise and Fair Work Committee — 14 February 2025 and its agenda
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5 February 2025 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, 14 February 2025 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: 07350 435308 Clerk Email: committee@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 100
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Agenda 1 Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 Operational 2 Economic Regeneration Delivery Plan Action Plan 2025-26 Submit report by the Chief Officer (Place) seeking approval of North Lanarkshire's Economic Regeneration Delivery Plan (ERDP) Action Plan 2025/26 5 - 32 3 Smart Parks Update Submit report by the Chief Officer (Business and Digital Solutions) providing an update on the deployment of Internet of Things technologies via Smart Park Proof of Concepts within two of the Council's country parks 33 - 40 4 Review of Business Support Services Submit report by the Chief Officer (Place) seeking approval of amendments and improvements to the current suite of business grant funding 41 - 58 5 External Funding Update Report Submit report by the Chief Officer (Place) providing an update on progress in developing and securing external funding for physical regeneration projects across North Lanarkshire and seeking approval of the reallocation of the Vacant and Derelict Land Fund 2025/26 59 - 66 6 UK Shared Prosperity Fund 2025 - 26 Submit report by the Chief Officer (Place) seeking approval for delivery of the UK Shared Prosperity Fund for 2025/26 67 - 76 Page 3 of 100
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Contracts 7 Contract Award for Business Support and Expert Help Services 2025-2029 Submit report by the Chief Officer (Place) seeking approval to award a Multi Lot/Multi Supplier Framework Agreement for Business Support and Expert Help Services 2025-2029 77 - 94 8 Contract Awards Below Committee Approval Threshold Submit report by the Chief Officer (Assets and Procurement) acknowledging the contract awards made since last committee reporting cycle 95 - 100 Page 4 of 100
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North Lanarkshire Council Report Enterprise & Fair Work Committee Does this report require to be approved? ☒ Yes ☐ No Ref PH/SH/MH Date 14/02/25 Economic Regeneration Delivery Plan Action Plan 2025/26 From Pamela Humphries, Chief Officer (Place) E-mail hyndsm@northlan.gov.uk Telephone Mark Hynds, Economic Analyst, 07583 023 248 Executive Summary The purpose of this report is to seek approval for North Lanarkshire’s Economic Regeneration Delivery Plan (ERDP) Action Plan 2025/26. The ERDP is a high-level economic development framework which is aligned to the composite capital programme and delivers on the first priority of The Plan for North Lanarkshire – improving economic outcomes and opportunities for all. It cuts across various themes of the Programme of Work but mainly focuses on the Transforming Places workstream. An updated ERDP was approved by the Enterprise & Fair Work Committee in February 2023 and covers the period 2023-2028. Since 2019, an ERDP Action Plan has been developed annually, detailing the key milestones and targets North Lanarkshire Council and our partners will take over the coming financial year to achieve the priorities set out across the ERDP’s 4 key interrelated themes. If approved, the 2025/26 action plan will undergo monitoring and review with an end year performance report due to be presented to committee Cycle 3 2026, alongside the ERDP Performance Framework which is used to monitor wider ERDP performance over the short, medium and longer-term (through to 2035). A copy of the draft ERDP Action Plan 2025/26 is appended to this report. Recommendations It is recommended that the Enterprise and Fair Work Committee: (1) Approves the ERDP Action Plan 2025/26, which is attached to this report as an appendix (2) Acknowledges that an annual performance report detailing progress against the 2025/26 Action Plan and wider ERDP Performance Framework will be presented to committee in 2026. Item 2 Page 5 of 100
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1. Background 1.1 The 2023-2028 ERDP, approved by Enterprise & Fair Work Committee in February 2023, aims to help co-ordinate physical and economic regeneration activity across North Lanarkshire, increase economic output and help address social and economic inequality. It continues to build upon the first ERDP which covered the period 2019- 2023 and focuses on the same four key interrelated themes. 1.2 Since 2019, an Action Plan to support the delivery of the ERDP through a range of key measures and investment programmes has also been produced and approved each year by committee. The Action Plan sets the priorities for the financial year ahead, reflecting progress made to date and the evolving priorities of the council. The current 2024/25 ERDP Action Plan was approved in February 2024. 1.3 An accompanying ERDP Performance Framework was approved by Enterprise and Growth Committee in February 2021. This comprises of a group of performance indicators at three levels. These indicators aim to collectively provide an overview of how the North Lanarkshire economy is performing as well as helping us to understand the impact that the delivery of the ERDP is having on improving economic opportunities and outcomes for all. 1.4 Since the inception of the ERDP, several significant milestones have been achieved through the delivery of the New Supply, Growth and City Deal programmes. These achievements have been reported to committee in previous annual progress and performance updates. The next performance report will be presented to committee in Cycle 3 2025, detailing progress against the 2024/25 ERDP Action Plan and wider ERDP Performance Framework. 2. Report Economic Regeneration Delivery Plan 2023 - 2028 2.1 The ERDP focuses on four key inter-related themes: • developing housing that promotes improved quality of life and creates a better place to live; The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth (2) Refocus our town centres and communities to be multi- functional connected places which maximise social, economic, and environmental opportunities (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 Programme of Work Transforming Places Page 6 of 100
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• reshaping our town centres to ensure that these provide modern and attractive centres that meet the needs of our communities; • improving our business and industrial infrastructure, creating opportunities for investment and for companies to start-up or relocate here; and • continuing to improve our connectivity and develop new opportunities by transforming our road, rail and digital infrastructure. 2025/26 Action Plan 2.2 To support the delivery of the ERDP objectives, annual ERDP Action Plans have been developed each financial year since 2019/20. 2.3 Appendix 1 provides detail on the key ERDP actions, targets and objectives for 2025/26. This is aligned to the four themes of the ERDP and details which ERDP priority each action is specifically seeking to achieve. 2.4 The delivery of the Action Plan will be overseen by the ERDP Steering Group with progress updates provided to committee on an annual basis. Detailed reports concerning individual projects and programmes within the ERDP (e.g. City Deal Programme) are also provided to committee on a regular basis. 3. Measures of success 3.1 The annual ERDP Action Plan contains multiple targets with achievement of the targets being key to the success of the refreshed ERDP. 3.2 A robust Economic Performance Framework has been established and contains a series of key performance indicators, with short, medium, and long-term targets attached as the operational measures of success. 4. Supporting documentation 4.1 Appendix 1 Economic Regeneration Delivery Plan Action Plan 2025/26 Pamela Humphries Chief Officer (Place) Page 7 of 100
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The primary aim of the 2023-2028 ERDP is to support inclusive economic growth and opportunities for all. In doing so it aims to support investment in creating a more equitable and fairer place for residents of North Lanarkshire to live 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 2023 - 2028 ERDP is funded through a mixture of external funding sources, and from the council’s capital programmes. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Page 8 of 100
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Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The 2023-2028 ERDP remains one of the council’s key strategies and will be promoted accordingly through corporate communications, mainly via our digital platforms. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Risks are recorded and managed within Corporate Risk Register. Key risk is failure to deliver on the ERDP and its objectives of helping co-ordinate physical and economic regeneration activity across North Lanarkshire, increasing economic output and helping address social and economic inequality. This would result in economic and social benefits to residents and business across North Lanarkshire and significant reputational damage to the Council given the widespread public nature of the programme. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 9 of 100
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5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 10 of 100
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Economic Regeneration Delivery Plan Action Plan 2025/26 Page 11 of 100
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Theme: Live ERDP Priority 1: Developing housing that promotes improved quality of life and creates a better place to live Reference No. ERDP Priority What we’ve delivered so far… What we’ll aim to deliver during 2025/26… Lead Team 1.1 Continue to focus investment towards the council’s affordable housing stock to make sure that the target of 5,000 new council homes for North Lanarkshire is reached by 2035 Between 2010/11 and 2023/24 NLC has delivered 1,351 new build homes across the authority via the New Supply Programme alone, with a further 268 scheduled to complete during 2024/25 Completion of 53 new build homes during 2025/26 New Supply 1.2 Begin construction on six new build developments, totalling 140 homes, during 2025/26 New Supply 1.3 As of 31 March 2024, NLC has brought 753 homes into council ownership since the introduction of the Open Market / Empty Homes Purchase Schemes, with a further 100 estimated to complete during 2024/25 120 Open Market / Empty Homes Purchase Scheme completions during 2025/26 New Supply 1.4 As of 31 March 2024, NLC has acquired 205 new build homes from the private sector, with a further 82 planned to be completed during 2024/25 Complete the acquisition of 20 new build off the shelf units during 2025/26 New Supply 1.5 Continue to support the delivery of the affordable housing programme including intermediate tenures such as mid-market rent Between 2010/11 and 2023/24, 2,104 affordable homes have been delivered via the council’s New Supply Programme and 2,444 by Registered Social Landlords (RSL’s) Prepare the 2026/27 Strategic Housing Investment Plan (SHIP) which will identify sites to meet Local Housing Strategy priorities and New Supply Page 12 of 100
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maximises the use of available Scottish Government grant funding. Support the delivery of sites within the current 2025/26 SHIP and spend full Resource Planning Assumption (RPA) allocation. Develop proposals for mid- market rent project(s) linked to town centre regeneration, subject to available funding. 1.6 Enable private sector housing development to support the local economy and the regeneration of strategic sites such as Ravenscraig. 2,659 private tenure houses were completed and occupied across North Lanarkshire between 2019/20 and 2023/24. A further 720 private tenure units are estimated to be completed during 2024/25. 709 private tenure units estimated to be completed during 2025/26. Complete Review of 2025 Housing Land Audit Progress new Local Development Plan. Launch Invest in NL service to help facilitate & accelerate investment in new housing Planning Page 13 of 100
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Theme: Invest ERDP Priority 2: Reshaping our town centres to ensure they provide modern and attractive centres that meet the needs of our communities Reference No. ERDP Priority What we’ve delivered so far… What we’ll aim to deliver during 2025/26… Lead Team 2.1 Establish and commence delivery of town action plans for all eight town centres (aligned with our approved town visions), agreeing short, medium and long-term investment plans for each. Eight Town Visions were approved by committee in 2021. Town Action Plans have been developed and approved for Airdrie, Bellshill, Kilsyth, Motherwell, Shotts and Wishaw. Town Action Plan Performance Framework to be developed with annual progress reports to be reported to Enterprise & Fair Work Committee, August 2025. Growth 2.2 Coatbridge has been awarded £19.5m in funding from the UK Government’s Long-Term Plan for Towns funding A Town Board has been established and an Investment Plan has been drafted. Continue to support Coatbridge Town Board to deliver on the approved Long-Term Plan for Coatbridge Finalise Long Term Plan for Coatbridge and initial 3 year Investment Plan and submit to UK Government. Growth 2.3 NLC acquired The Centre Cumbernauld in June 2023 with the intention of demolishing the megastructure and redevelop Cumbernauld town centre. Continue with The Centre Cumbernauld project, including procurement of an architect led design team during 2025/26, who will aid the development of the Masterplan. Growth Page 14 of 100
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First stage of consultation and engagement with businesses and residents has been completed. Conclude the procurement of the new long-term management agent for The Centre Cumbernauld. Progress demolition strategy including procurement of specialist demolition consultant 2.4 Between 2010/11 and 2023/24 there were 1,662 new, social rented homes delivered within North Lanarkshire’s town centres (including edge of town developments). These properties have been delivered by NLC and Registered Social Landlords (RSLs) . NLC and RSLs to deliver 59 new affordable homes within our town centres (including edge of town) during 2025/26. New Supply 2.5 NLC acquired the former Motherwell Town Hall from NLP in 2020. Appoint main contractor and commence works on site to redevelop the Category C Listed, former Motherwell Town Hall to residential units for social rent as part of the New Supply Programme. New Supply Page 15 of 100
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Commence demolition of the old main hall and undertaken external repairs. 2.6 Continue to prioritise funding and secure external investment for the regeneration of our town centres. Placed Based Investment Programme secured so far: • £2.807m in 2021/22 • £2.436m in 2022/23 • £1.698m in 2023/24 • £0.830m in 2024/25 Await confirmation of the Scottish Government’s Placed Based Investment Programme (PBIP) and anticipated allocation for 2025/26. Growth 2.7 £150k secured from Historic Environment Scotland (HES) and National Lottery Heritage Fund (NLHF) to develop plans during 2023/24 and 2024/25 to deliver a heritage-led regeneration project in Airdrie. A final stage application will be submitted to HES and NLHF to support the Rediscovering Airdrie project. Submit funding application to HES and HLF for up to £2.5m Subject to a successful funding award, commence delivery of the Rediscovering Airdrie project which may include: • the refurbishment and enhancement of Airdrie Library • a shopfront improvement scheme through grants to local property owners. Growth 2.8 Review how the council can be more effective in addressing failing buildings in our town centres. Since 2018/19, 59 town centre buildings or vacant sites have been re- purposed or redeveloped (including edge of town), across the authority. Continue to engage with local property / landowners with a view to acquiring key town centre properties / sites earmarked for conversion / redevelopment. Growth & Planning Page 16 of 100
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A further 19 properties/sites have been acquired by the council with a view to either converting existing properties to residential developments, building new homes on cleared sites or upgrading commercial premises. Where necessary, commence CPO processes, as a last resort, if failure to purchase a site would be detrimental to town centre regeneration plans. Theme: Invest ERDP Priority 3: Improving our business and industrial infrastructure, creating opportunities for investment and for companies to start-up or relocate here Reference No. ERDP Priority What we’ve delivered so far… What we’ll aim to deliver during 2025/26… Lead Team 3.1 Promoting a mix of development across our motorway corridors and accessible business locations to support the development of our foundational economy as well as high- end growth INVEST HERE website launched – a promotional tool to market North Lanarkshire. INVEST digital video campaign – a series of 7 video interviews featuring recent NL inward investment companies which as so far resulted in more than 3.7 million impressions and 20k clicks across YouTube and LinkedIn. • Delivery of a relationship managed service (Invest in NL) to support businesses through the statutory consent process from enquiry to pre-planning to operational establishment • Development of Invest NL Prospectus and marketing activities • Mapping of available key sites and properties • Development of Business and Industry Strategy which will Enterprise Page 17 of 100
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INVEST brochure created – providing key data on NL as an attractive and supportive inward investment business location. INVEST trade press advertorial (September 2024) in Commercial Property Monthly, showcasing NL’s success in attracting recent multimillion pound company investments. inform sites identified for inclusion in the Local Development Plan • Strengthening links with North Lanarkshire Properties and Fusion Assets to market and identify and promote key properties, sites and opportunities • Delivery of support for filming locations and enquiries through Lanarkshire Screen Locations and North Lanarkshire Film Charter 3.2 Continuing to support enabling investment which brings our vacant and derelict land and brownfield sites into commercial use 10.29 ha of land remediated or improved for business and industry use across North Lanarkshire between 2018/19 and 2023/24. 1.6 ha of land to be remediated or improved by Fusion Assets for business and industry use in 2025/26. Fusion Assets 3.3 Improving how we record and respond to enquiries from businesses to provide a coordinated approach across relevant council services to help attract, retain and expand business and employment opportunities A six-month Invest in NL pilot commenced September 2023 as part of the new Programme of Work. The primary aim of the Invest in NL advisory team is to facilitate investment Continue to progress delivery of the Invest in NL Programme of Work. Continued rollout of a CRM enquiry system. Place Enterprise Page 18 of 100
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in NL by providing a co- ordinated advisory service to help accelerate the statutory consent process for developers. CRM system created to record any business enquiries and interactions, including promotional marketing and onward referrals. 3.4 Building upon work which supports innovation and skill development through the development of sectoral learning academies Three sectoral learning academies are being taken forward under the Brighter Futures Programme of Work (Built Environment; Care and Digital), to help attract and train a workforce to meet demand in these key sectors and support the local economy. Funded projects have taken place to support employers fill workforce gaps. Some examples are provided below: SP Energy Networks have employed 14 adult apprentices on a training Continue to deliver NL Academies projects which are funded via UK Shared Prosperity Fund (UKSPF) – subject to allocation of funding. Built Environment Three priority workstreams will be progressed; • The development and implementation of phase 1 of the Built Environment Academy. • The development of a Youth Engagement Strategy to engage and attract young people into the sector. • Research into the current and future People Resources Page 19 of 100
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programme with guaranteed employment upon completion. A further 4 roles are being developed by end 2024/25. 47 participants attended digital training for 16–24- year-olds with support for 6 months post completion to enter into an apprenticeship. Outcomes are expected in the first half of 2025/26. 15 over 18’s attended a Futures in Construction Programme over 12 weeks with 10 gaining employment opportunities thereafter. Over 350 attendees participated in Low Carbon Learning programmes and Next Gen programmes supported by BE-ST. The participants ranged from S1- S6 pupils, Pathways and Virtual Schools participants and Teaching staff. The Built Environment Sector Board and Care Academy Steering Group are North Lanarkshire skills demand and workforce demand. This workstream will also map the current supply chain ecosystem to identify clusters of expertise, areas of specialism and potential for growth. Care The Steering Group will prioritise activity under 4 workstreams; • attraction, recruitment, retention and wellbeing • pathways to care for young people • adult pathways to care • funding and procurement. A focus on collaborative apprenticeships is planned, along with ensuring pathways for people to work in the care sector are developed within these. Digital Work will be progressed to engage with employers to gain a deeper Page 20 of 100
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now established and have commenced. understanding of skills and workforce challenges and gaps within this industry in North Lanarkshire to direct activity towards addressing these gaps. 3.5 Supporting investment, via our Arms-Length External Organisations, that will continue to improve, modernise and expand commercial stock availability across North Lanarkshire Planning approval has been obtained for three phases of development at Gartcosh Industrial Park. Phase 1 at Gartcosh is complete with the construction of 3 industrial units totalling 60,000 sq.ft of class 4,5 and 6 floorspace. Following letting of the 3 units, the Phase 1 was successfully marketed and sold as an investment. At Ravenscraig, a six acre development plot was acquired and a programme of enabling works undertaken to create a development ready site. At Link Park, Newhouse a second industrial building of During 2025/26 Fusion Assets will: • Seek to secure funding for Phase 2 at Gartcosh Industrial Park and commence construction of 3 new industrial units, totalling 69,000 sq.ft. • Secure planning approval for Phase 4 at Gartcosh Industrial Park which consists of a 40,000 sq.ft single user site. • Ravenscraig – Examine the feasibility of undertaking a second phase of development at the Ravenscraig Employment Zone. • Condor park, Eurocentral – conclude Joint Venture, secure funding and commence construction of Fusion Assets Page 21 of 100
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15,000 sqft was completed and let resulting in the creating of 72 additional jobs in North Lanarkshire. 41,000sq ft of industrial space • Link Park, Newhouse - Complete construction of a 19,000 sq.ft industrial unit which represents the third and final phase of development on the site. Secure share of £64.5m Glasgow City Region funding to progress additional business and industry regeneration projects at Ravenscraig and potentially Cumbernauld and Chapelhall. Page 22 of 100
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Theme: Invest ERDP Priority 4: Continuing to improve our connectivity and develop new opportunities by transforming our road, rail and digital infrastructure Reference No. ERDP Priority What we’ve delivered so far… What we’ll aim to deliver during 2025/26… Lead Team 4.1 Continue to deliver the City Deal Infrastructure Programme Ravenscraig Access Infrastructure Planning approval granted for new dual carriageway from Ravenscraig Regional Sports Facility to Motherwell at the Airbles Road/Windmillhill Street junction. Bridge crossing under the West Coast Mainline Railway was completed in 2023. Land acquisition/ CPOs concluded. Demolition works commenced to former business sites at Airbles Road and Windmillhill Street, due to be complete January 2025. Continue to progress the delivery of Ravenscraig Access Infrastructure project to support the redevelopment and connect the M74 and M8 as part of the Pan Lanarkshire Transport Corridor. • Commence advance service diversion works for the road construction. Finalise the scope of advanced groundworks and commence procurement. • Prepare tender package for construction of the dual carriageway between Ravenscraig Regional Sports Facility and Airbles Road/Windmillhill Street. Enterprise Projects Page 23 of 100
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4.2 East Airdrie Link Road Preferred option for East Airdrie Link Road identified. Advance ground investigation works completed for preferred route. Outline Business Case (OBC) approved by Glasgow City Region City Deal Cabinet. First Draft of EALR alignment (preliminary design fix 1) complete and public and landowner engagement taken place. Environmental Impact Assessment Scoping report submitted to Planning. Continue to progress the delivery of the East Airdrie Link Road to improve north/south road and active travel connectivity as part of the Pan Lanarkshire Transport Corridor. • Complete preliminary design for the road alignment. • Commence land acquisition strategy. • Environmental Impact Assessment to be completed. • Submit Planning application for the East Airdrie Link Road. • Appoint consultants to progress design development of East Airdrie Link Road active travel. Enterprise Projects Page 24 of 100
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4.3 A8/M8 Corridor Access Improvements Outline Business Case (OBC) for A8/M8 Corridor Access Improvements project approved. The Orchard Farm roundabout project will support the development of key business and industrial sites on the A8/M8 corridor, with delivery led by a private sector partnership (PD Stirling and ID Meiklam Trust) Regular dialogue and meetings established with the private sector partners to discuss and monitor progress. Progress delivery of the Orchard Farm roundabout to support the development of key business and industrial sites on the A8/M8 corridor. • Finalise a funding agreement with the private sector partnership for the City Deal contribution to the project. • Maintain regular dialogue with the partnership to ensure progress towards target procurement and delivery dates in 2025 and 2026. • Start preparing Full Business Case (FBC) for submission to the Glasgow City Region City Deal Cabinet, once procurement programme is finalised. Enterprise Projects Page 25 of 100
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4.4 Eurocentral Strategic Active Travel Sustainable transport improvements form part of the A8/M8 Corridor Access Improvements project which has received Outline Business Case (OBC) approval Options appraisal undertaken and concept designs prepared for routes between Holytown and Eurocentral/Maxim Office Park; Holytown and Newhouse (Phase 1); Whifflet rail station to Shawhead (Phase 2). Consultants appointed to prepared detailed designs and prepare tender documents for Phases 1 and 2; assess options and develop concept design for a route between Bellshill and Mossend (Phase 3). Progress delivery of the Eurocentral Strategic Active Travel project. • Completion of detailed design and tender preparation, options appraisal and concept design commission. • Commence works procurement for Holytown to Eurocentral/Maxim and Whifflet Corridor routes and submit sub-project Full Business Case (FBC) for approval by the Glasgow City Region City Deal Cabinet. • Commence construction. • Commence procurement of detailed design and tender preparation services for Bellshill to Mossend route. Enterprise Projects Page 26 of 100
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4.5 Invest in the delivery of the council’s Active Travel Strategy to ensure a comprehensive connection of active travel routes to key places across North Lanarkshire 17.2km of active travel routes created between 2019/20 and end of 2023/24. Project examples include Newhouse to Salsburgh, South Biggar (Airdrie), Ravenscraig Active Travel Link Phase 2, Motherwell Station Active Travel Phase 1A and Alexander Street Active Travel (Wishaw). Continue to develop the Active Travel Strategic Network Routes (SNRs), in line with external funding resources. Progress designs of: • SNR9 (Airbles Road to South Lanarkshire at Strathclyde Park and to Bothwell) • SNR7 (Uddingston to Caldercruix) • SNR6 (Stepps to Condorrat) • SNR8 (Glasgow City Council boundary on A74 to Newhouse) • SNR1 (Coatbridge to Muirhead) • SNR3 (North-South Corridor) Progress delivery of AT improvements: • Glasgow Road Phase 3, Wishaw (SNR3) • Alexander Street Phase 2, Wishaw (SNR3) • Belziehill Roundabout Phases 1 and 2 (SNR8) Infrastructure & Transportation Page 27 of 100
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• Riverbank Hub Phase 3 and Orbiston Hub Phase 1 and 2 local links. 4.6 Ravenscraig Active Travel Links Construction of Phase 1 and Phase 2 of the Ravenscraig Active Travel Links project completed. Feasibility Study and Options Appraisal commission awarded and in progress for a further phase of the project, from the Employment Access Area to Coursington Road. Motherwell Station Active Travel Links Muir Street (Motherwell Rail Station) to Braidhurst Industrial Estate Active Travel Links project completed. Detailed design of Motherwell Rail Station to the Civic Centre at Camp Street complete. Ravenscraig Active Travel Links Subject to securing external funding, progress Ground Investigation work and detailed design for the preferred option identified from the feasibility study and options appraisal commission, for a route between the Employment Access Area and Coursington Road. Motherwell Station Active Travel Links Continue to progress delivery of the Motherwell Station Active Travel Links project. • Progress detailed design of routes sections between Camp Street and Airbles Road, Glencairn Street and Enterprise Projects Page 28 of 100
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Concept design for Bellshill Road complete. Works on West Hamilton Street route section complete; section between Asda and Civic Centre at Camp Street to commence in January ’25. Feasibility study and options appraisal for route section between Camp Street and Airbles Road and Glencairn Street underway. Bellshill Road, subject to external funding. • Deliver works on route section on Hope Street/Muir Street, subject to external funding. 4.7 Ensure that inclusive economic growth remains at the heart of opportunity to support affordable and accessible transport systems (via the Local Transport Strategy) Local Transport Strategy development commenced during 2024/25. Finalise and seek Committee approval of North Lanarkshire’s Local Transport Strategy (LTS) The LTS will help prioritise available investment to ensure communities can access employment, education and leisure opportunities, support inclusive economic growth and contribute to reducing carbon emissions. Infrastructure & Transportation Page 29 of 100
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4.8 Support the delivery of Electric Vehicle (EV) charging infrastructure and other green transport solutions across North Lanarkshire Progressed work to develop a Glasgow City Region EV Charging Strategy Develop and implement a Glasgow City Region approach to appoint a provider to increase, manage and maintain public EV infrastructure. Community Operations 4.9 Work with the council’s digital partner to install and invest in infrastructure that helps create one of the best and most affordable/accessible digital provisions in the UK. Significant progress has been made against the fibre rollout to complete the Wide Area Network (WAN). This is key to enabling the provision of internet services and public wi-fi. 320km of fibre built to date. 29 public parks now connected to the new ultra- fast fibre backbone network. 25 business parks now connected to the new ultra- fast fibre backbone network. Progress next phase of call off contracts covering public Wi-Fi and CCTV services. Commsworld and partners to continue to invest in new Fibre to the Home coverage for residents including Airdrie, Coatbridge, Motherwell and Shotts. Business Solutions 4.10 As part of the Comms World Framework a number of community benefits have been delivered, including: • 9 Modern Apprentices recruited via NLC/Commsworld NLC and Commsworld Ltd will continue to maximise added value via the Framework Agreement for the provision of digital connectivity services and associated call-off contracts, ensuring the delivery of Business Solutions Page 30 of 100
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shared Apprenticeship Model. • Delivery of SmartSTEM programme across North Lanarkshire schools including 2 primary school flagship events, 2 secondary school flagship events, and over 40 individual primary school workshops to over 3000 pupils. • Development of an interactive, online map highlighting organisations and venues delivering community based digital services and resources across North Lanarkshire. • Delivery of a flagship business event “Accelerate North Lanarkshire” attended by 196 people in Motherwell. Community Benefits and additional value throughout 2025/26. Page 31 of 100
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North Lanarkshire Council Report Enterprise and Fair Work Committee Does this report require to be approved? ☐ Yes ☒ No Ref KH/GR Date 14/02/25 Smart Parks Update From Katrina Hassell, Chief Officer (Business and Digital) E-mail HassellK@northlan.gov.uk Telephone 07903 096121 1. Background 1.1 Following extensive market research, a PIN notice and a negotiated tender process, it was recommended to award a Connectivity Framework to Commsworld Ltd, for an initial period of 180 months (15 years) with the council reserving the right to extend the Agreement for additional periods up to a maximum of a further 60 months (5 years). The value of the Framework Agreement shall not exceed One Hundred and Fifty Million Pounds Sterling (£150,000,000) exclusive of VAT. 1.2 To date contracts to the value of c£25M have been awarded via the contract. 1.3 An intention of the Framework was to provide market awareness and access to innovative solutions and suppliers in the connectivity technology marketplace. To aid this the ITT evaluation process included a quality segment on Innovation, within that an area asked suppliers to propose and scope proof of concept solutions that utilised Executive Summary This report provides a summary and update of the deployment of Internet of Things (IoT) technologies via Smart Park Proof of Concepts (POC’S) within two of the Councils country parks. Further it explores how the success of these units will be monitored and potential benefits that may be achieved. Recommendations It is recommended that Enterprise and Fair Work Committee: (1) Acknowledge the implementation of these POC’s and consider the potential benefits associated with their use. The Plan for North Lanarkshire Priority All priorities Ambition statement (25) Ensure intelligent use of data and information to support fully evidence based decision making and future planning Programme of Work Digital North Lanarkshire Item 3 Page 33 of 100
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connectivity, particularly demonstrating how the proposed connectivity network could be integrated with these solutions. 1.4 One such solution put forward by Commsworld was that of Smart Parks, introducing aesthetically pleasing smart hubs, reimaging traditional lighting solutions incorporating modules that assist park operation and maintenance whilst enhancing the visitor experience. 1.5 Following award this concept was further explored through consultation with Greenspace and Country Parks and ultimately POC’s were agreed for both Palacerigg and Strathclyde Country Parks. 1.6 The vendor of the solution is a local company Automomous IoT based in Chapelhall Industrial Estate. 1.7 Although the Council is funding these POC’s both Commsworld and Autonomous have financially invested in them and hope to be able to use as future reference sites for potential customers as well as demonstrating their successful use to the Council. 2. Report 2.1 The POC’s utilise Smart Hub’s housed inside a lighting module with inbuilt solar array and wind turbine, that allows the units to work off grid if needed, whilst also able utilise their battery packs to offset main usage for mains connected devices. The units are capable of being attached to standard lighting poles, however for the areas picked no poles existed and hence the POC’s include the installation of concrete plinths and suitably sized poles. 2.2 These units house the battery packs but are also capable of accommodating communication modules, sensors and security functions. Incorporated into a unit at each site is an Internet of Things (IoT) gateway that uses LoRaWan (Long Range Wide Area Network) technology that can be used to connect to remote battery powered sensors that can capture environmental data that is transmitted back through the module to a centrally hosted solution that will be utilised to provide trended information. 2.3 Each deployment also includes at least one WiFi gateway that is connected to the Councils public WiFi service and direct fibre connectivity has been terminated at each pole bringing fibre services directly into each park with potential for further future use. Page 34 of 100
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Palacerigg Country Park 2.4 In Palacerigg the installation comprises 3 units strategically placed to enhance the lighting solutions within the park 2.5 The units include Public WiFi modules that provide coverage around the play area the car park and the area in-between. CCTV cameras within the housing unit also cover Page 35 of 100
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these areas, whilst one unit has an IoT gateway in place used to connect remote sensors. 2.6 A small water treatment plant exists towards the rear of the park, that requires monitoring of water quality. A battery powered turbidity sensor has been installed within the plant that connects through the IoT gateway to portal that logs and trends turbidity of the water which provides a measure of water quality. 2.7 A simple beam sensor has been installed at the car park entrance that similarly uses the IoT gateway and portal to capture traffic flow into and out of the car park, providing a simple measure of usage. Strathclyde Country Park 2.8 Three units have been deployed in the over spill carpark area beyond the Water Sports Centre, this is to enhance the visitors experience with access to Wi-Fi and some sensitive lighting and CCTV in the area, the increased access to this infrastructure will allow a more positive experience when attracting events and companies hiring the venue. 2.9 Although no IoT sensors have been installed at this time within the Park it is expected that the understanding gained via Palacerigg will provide background that will inform further opportunities. Delivery to Date 2.10 Unfortunately, the installations have been beset with deployment problems that have delayed the delivery, however the experience has been useful in informing the Council of the range of skills and types of issues faced, these are of course why POC’s are carried out. Page 36 of 100
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2.11 The units within Palacerigg are now fully operational, whilst at this time (mid December) Strathclyde Park remains operational off-grid only due to further delays in installation of mains power. Future Opportunities 2.12 Identifying opportunities for operational efficiency, visitor experience and park utilisation will be key to determining how the use of technology can grow in these sectors. The known issue of algae bloom within bodies of water is well known, similar to the monitoring of the treatment plant, the lochs water quality requires frequent testing, this is a time consuming and at cost process, can we use technology to reduce that impact, and/or raise awareness for visitors. 2.13 People counters deployed at various waypoints can provide analytical data on usage, that can be used to predict maintenance requirements or opportunities for engagement. 2.14 Tracking of equipment can show actual distribution of use as well as security monitoring. 2.15 Further environmental sensors such as air quality, ground moisture content, ice conditions, etc are all available should the organisation identify the need. 2.16 Ultimately the opportunities for IoT technologies are endless, what these installations have done is provide that infrastructure to enable future needs, whilst providing an enhanced experience to these visitor attractions. 3. Measures of success 3.1 A single management platform with monitoring and control will allow collation of data previously unavailable or only anecdotal that can now inform development of the parks. This wealth of data which will allow us to understand user needs and patterns as well as a range of environmental factors which we currently must manually collect. Training has still to be provided on how to use the interface, once this has been completed. We can fully manage and monitor the POC evaluating the user interaction, environmental data, and visitor numbers. 3.2 Main factors to consider: • If the collation of data is good and usable. • How the public interact. (do they use the Wi-Fi) • CCTV, does this work well with the Community Safety teams current systems • Do the visitor number increase due to additional lights at the carparks. • Future event up take with the inclusion of the Wi-Fi on site • Does turbidity sensor reduce need for in person sampling and testing 4. Supporting documentation None Page 37 of 100
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Katrina Hassell Chief Officer (Business & Digital) Page 38 of 100
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Page 39 of 100
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Technology impact managed through connectivity contract and has subsequently engaged in the formal processes for adoption. 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 40 of 100
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North Lanarkshire Council Report Enterprise and Fair Work Committee Does this report require to be approved? ☒ Yes ☐ No Ref PH/YW Date 14/02/25 Review of Business Support Services From Pamela Humphries, Chief Officer (Place) E-mail weiry@northlan.gov.uk Telephone Yvonne Weir 07508 001238 Executive Summary To support local businesses, the council delivers a suite of business support services to new and existing businesses, key sectors and businesses looking to locate in North Lanarkshire. This support includes delivery of the Lanarkshire Business Gateway Service, expert help support, grant funding, activities to support key sectors and support with inward investors and businesses looking for properties and sites to set-up, grow or expand their business. The purpose of this report is to review the delivery of this support to address gaps in provision, opportunities and challenges to enable and support the continued growth of the local economy and the creation of employment opportunities. The report also includes proposals for amendments and improvements to the current suite of business grant funding provided by the council based on internal reviews by key Enterprise Development and Business Gateway staff, and by an independent, external evaluation carried out in late 2023. Recommendations It is recommended that the Enterprise and Fair Work Committee: (1) Acknowledge the content of the report and the range of activity being undertaken to support economic growth and entrepreneurship in North Lanarkshire; (2) Endorse the key deliverables for 2025/26; and (3) Approve changes to the Business Start-Up Fund and the Business Growth Fund. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (5) Grow and improve the sustainability and diversity of North Lanarkshire's economy Programme of Work Brighter Futures Programme of Work Transforming Places Programme of Work Invest in North Lanarkshire Item 4 Page 41 of 100
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1. Background 1.1 North Lanarkshire has a diverse and growing local business base. To support local businesses, the council delivers a suite of business support services to new and existing businesses, key sectors and businesses looking to locate in North Lanarkshire. The purpose of this report is to review delivery of this support to address the gaps in provision, opportunities and challenges to enable and support the continued growth of the local economy and the creation of employment opportunities. 1.2 The current services and programmes being delivered include: 1.2.1 Lanarkshire Business Gateway Service – the service was insourced on 1 March 2024 providing one-to-one advisory support, workshops, specialist surgeries and networking opportunities to new and existing businesses across Lanarkshire. 1.2.2 Business Grant Funding – during 2024/25 this has included the delivery of the Council’s Business Start-Up Fund, the Small Business and Self-Employed Support Scheme, the Energy Audit Voucher Scheme, the Business Growth Fund, the Tourism Challenge Fund, and the Net Zero Business Challenge Fund. Across all the Funds since they were launched in 2023/24, the spend to-date is £822,965 with a further £981,943 of grant awards made. A further £374,013 of grant requests received are currently being considered by officers. The grant funds have been supported through the UK Shared Prosperity Fund and covid recovery funding. 1.2.3 Expert Help Framework – providing up to five days of specialist consultancy support to businesses in the areas of Financial Management; Human Resources, Leadership and Skills; Procurement; Marketing; Information and Digital Technology; Legal Support; Energy Efficiencies and Net Zero; Business Development; and New Market Opportunities and Internationalisation. 1.2.4 Inward Investment and Business Engagement – which includes the delivery of the Council’s inward investment activities and campaigns, the provision of a single point of contact for investors and businesses looking to locate in North Lanarkshire or do business with North Lanarkshire Council, and the provision of free property and land searches. 1.2.5 Procurement and Supply Chain Development – this includes the local delivery and promotion of the national Supplier Development Programme, delivery of the Lanarkshire Meet the Real Buyer Event, and arranging for bespoke supplier events linked to key contract opportunities including the 2025-2029 Expert Help Framework. 1.2.6 Sector-Specific Support – through 2024/25 this has included: • Manufacturing – through the continued development and delivery of Smart Hub Lanarkshire. • Tourism – through the delivery of the North Lanarkshire Tourism Strategy and visitor destination marketing via the Visit Lanarkshire brand. • Social Enterprise – through the delivery of the North Lanarkshire Social Enterprise Framework and Action Plan including the delivery of bespoke social enterprise support. • Construction and Built Environment – through the delivery of the Hub South West Build Lanarkshire programme and work to support the development of the sector and pathways into the sector particularly for young people and those seeking employment. Page 42 of 100
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• Digital and Creative – engagement with businesses to address the digital skills gaps and capabilities, and development of support for the creative sector including the delivery of Lanarkshire Screen Locations which provides a free support service for filming enquiries in North Lanarkshire. • Fair Trade – promotion of Fair Trade across North Lanarkshire to support the council area’s Fairtrade Zone status, local businesses and communities. • Food and Drink – support for the development and delivery of Lanarkshire Larder. • Life Science – direct engagement and officer-led support for the growing sector. 1.2.7 Development of Entrepreneurship – Through the UK Shared Prosperity Fund, the Council has delivered bespoke community-based advice and support to individuals who typically experience structural barriers to self-employment or running their own business. This support includes the development of the Hive for women entrepreneurs in Airdrie and tailored business support to Minority Ethnic communities. 1.2.8 Development of the Young Entrepreneur – working with education to develop and deliver pathways into entrepreneurship for young people including the delivery of the annual Dragons’ Lair Competition for teams of S3 pupils across North Lanarkshire. Overview of the Business Sector in North Lanarkshire 1.3 The most recent 2024 Business in Scotland figures produced by the Scottish Government highlight that the number of registered private sector businesses in North Lanarkshire stood at 8,385 during 2024. This represents 4.8% of Scottish based businesses. 1.4 With 8,385 businesses in 2024, this represents an increase of 60 businesses since 2023 (+0.7%). This is similar to the wider Scottish picture, which saw an increase of 0.4%. Comparing over the last decade (2014-2024), North Lanarkshire's business base has increased by 1,020 businesses (+ 13.8%). This is significantly higher than the growth in business numbers Scotland has experienced over the same time period (+4.5%). 1.5 North Lanarkshire's 8,385 businesses have a combined turnover of £17.283 billion. This accounts for 5.1% of Scotland's total turnover. This highlights a good performance of North Lanarkshire's businesses. It represents a significant increase in turnover of £2.21 billion since 2023 (+14.7%). However, this is slightly less than the Scottish increase in turnover of 18.7%. 1.6 North Lanarkshire's 8,385 businesses employed 97,960 people in 2024. This is an increase of 440 people (+ 0.5%) employed by our private sector enterprises since 2023. Despite the increase in employment, this has yet to return to pre-pandemic levels which saw 98,720 people employed by North Lanarkshire based enterprises in 2019 and over 100,000 in 2020. 1.7 North Lanarkshire has a lower proportion of small enterprises than Scotland and a larger share of medium and large enterprises than Scotland. This is demonstrated in the table below: Page 43 of 100
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Area Business size (employees) Small enterprises (0-49 employees) Medium enterprises (50 - 249 employees) Large enterprises (250+ employees) North Lanarkshire 89.8% 4.0% 6.1% Scotland 96.3% 2.2% 1.4% 1.8 In terms of self-employment, the latest statistics from the Office of National Statistics (ONS) Annual Population Survey indicate that 9.9% (15,500) of North Lanarkshire working age residents (aged 16-64) who are in employment are self-employed. This is less than the Scottish figures of 11.0% and the UK figure of 12.2%. There is a significant gender difference. Of the 15,500 self-employed, 11,300 are males which equates to 13.2% of all males who are in employment. This is similar to the Scottish figure of 13.4% but below the UK figure of 15.0%. In North Lanarkshire women are under-represented in entrepreneurship. There are 4,200 females aged 16-64 in North Lanarkshire classified as self-employed. This is 3.8% of the entire female working age population and 5.9% of all North Lanarkshire females who are actively working. The North Lanarkshire figures are far less than the Scottish averages whereby 6.2% of all females aged 16-64 are self-employed and 8.6% of all Scottish females who are actively working. (Annual Population Survey, ONS (July 2023 – June 2024 data). 1.9 Furthermore, the number of new business starts per 10,000 working age population (2023) indicated that there were 48 new starts in North Lanarkshire compared to Scottish figure of 52. In relation to 3-year business survival rates, over the period 2020- 2023, the North Lanarkshire rate was 51.5% which was lower than the Scottish rate of 56.0%. 1.10 Between 2023 and 2024, the number of small businesses (employing 0-49 people) recorded an increase of 55 businesses (+0.7%) and medium sized businesses (employing 50-249 people) also recorded a slight increase of 5 businesses (+1.5%). With 515 large businesses (employing 250+ people) recorded in 2024, this represents no change over the last year. Scotland wide, there was a 2% increase in the number of large businesses. 1.11 In 2023 Construction overtook Wholesale, Retail and Repairs as the largest sector within North Lanarkshire in terms of number of businesses. This held during 2024 with 1,560 Construction businesses employing 13,660 individuals with a combined turnover of £2.7bn now based here. Construction businesses represent 18.6% of all North Lanarkshire based businesses and around 7% of Scotland's total Construction sector businesses. The North Lanarkshire Construction sector saw a 9.5% increase in employment between 2023 and 2024. 1.12 Wholesale, Retail and Repairs which represents 18.0% of businesses (1,510 enterprises) with 20,450 individuals employed within this sector. This accounts for 17.7% of private sector employment within the area. Despite remaining the largest employment sector - this has decreased between 2023 and 2024 with 1,040 fewer employees. This is a 4.8% reduction in employment over the last year, higher than the Scottish decrease of 1.6%. The Wholesale, Retail and Repairs sector has the largest combined business turnover of £4.8 billion - 28% of North Lanarkshire's total business turnover and an increase of £338m over the last year (+7.5%). Page 44 of 100
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1.13 In 2024, NL has 690 Transport and Storage businesses, employing 9,300 people, with the sector generating £1.188 billion in turnover. While the number of people employed in the sector decreased by 1,030 since 2023, business numbers and turnover generated have both grown on 2023 figures (670 businesses and £1,080 billion turnover). Looking back over the last 10 years, North Lanarkshire’s Transport and Storage sector has grown substantially from 490 recorded businesses, employing 7,510 people and generating £833m in Turnover in 2014. 1.14 In 2024, NL has 550 manufacturing businesses, employing 11,810 people, with the sector generating £2.854 billion in turnover. Since 2023 the number of manufacturing businesses has remained the same while employee numbers and turnover generated have both increased from 2023 figures of 11,450 employees and £2.405 billion. In 10 years, the number of manufacturing businesses in North Lanarkshire’s economy has increased by 40, employment has decreased from 12,890 along with turnover generated by the sector which in 2014 was £2.981 billion. 1.15 From the available statistics, knowledge of current economic trends and engagement with local businesses, there is a clear requirement to continue to focus efforts on developing a culture of entrepreneurship and measures to encourage more individuals to consider becoming self-employed and setting up their own business to reduce the gap in business starts per 10,000 population and improve North Lanarkshire’s business birth rate. This is particularly the case for women and other groups with barriers to participation. Aligned to this is the need to support more businesses to survive to reduce the gap in 3-year survivability persistent in North Lanarkshire. 1.16 In relation to the growth sectors, the research and statistics are highlighting considerable areas of opportunity across a range of sectors particularly within the life science, advanced manufacturing, construction, transport and logistics and food and drink sectors in North Lanarkshire, alongside the cross-cutting areas of skills, digitisation and net zero. 1.17 The review of business support services has sought to consider the following areas: ▪ How the Council engages with businesses to improve coordination across services ▪ How the Business Gateway service is integrated with existing business support structures ▪ How the services provided meet gaps in provision and complement services delivered by partners and other agencies ▪ How bespoke support to businesses looking to set up and locate or expand in North Lanarkshire is delivered ▪ How entrepreneurialism is promoted in North Lanarkshire to raise business birth and survivability rates ▪ How businesses are supported to improve their digital capabilities ▪ How businesses are supported to reduce their carbon emissions and achieve net zero ▪ How to engage businesses in Community Wealth Building ▪ How to better understand and help meet the skills and employment needs of businesses to improve access to employment, training, and work experience opportunities for residents and young people ▪ How we improve the measurement of outputs and outcomes of the services delivered 1.18 The review has also included a review of grant eligibility and criteria based on internal and external evaluations of the funding programmes. Page 45 of 100
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2. Report 2.1 Moving forward the business support from the council requires to be more clearly focussed on alignment to the Plan for North Lanarkshire and associated Programmes of Work, addressing gaps in provision, and areas of growth and opportunity. Support will also be closely aligned to adoption of a Community Wealth Building approach to economic development. 2.2 As previously reported, the Lanarkshire Business Gateway service was insourced on 1 March 2024. The service has settled in well and has been improving integration and alignment with the Enterprise Development team activities and across a range of other council services and local partners. Work is continuing to take place to improve alignment to local priorities and meet the needs and demands of local businesses and those seeking to set-up in business, and to continually improve the services delivered. Recent satisfaction statistics from customers have been extremely positive. A review of the operating model is currently underway to look at what changes are required and improvements that can be made to the model. 2.3 Business continue to face challenging and uncertain trading conditions moving into 2025. Many of these challenges are consistent across all sectors including continued cost pressures, access to finance, skills shortages, hard to fill vacancies, low productivity, and lack of investment in skills, Research and Development and innovation. The provision of a mix of advisory, expert help, and funding support will be critical moving forward supported by bespoke key sector interventions to understand and address these challenges. 2.4 As outlined in the background to this report, there continues to be a lower than average business birth rate and levels of self-employment in North Lanarkshire particularly for women. As a result there needs to be a continued focus on developing an entrepreneurial culture particularly through educational pathways, providing robust new start business support with a focus on those facing barriers and the provision of start- up funding alongside activities to improve the survivability of business starts. 2.5 Digital capabilities, skills and adoption continue to be a barrier to growth for local businesses and in particular the rapid growth of areas such automation, artificial learning and machine learning. Cyber security remains a major risk for businesses of all sizes and awareness raising and training in this area will be vital moving forward to ensure businesses have appropriate cyber strategies in place. Businesses will also require continued support to enable the investment in innovation and technology to improve their efficiency and productivity. 2.6 There are also many opportunities which require to be capitalised through the business support delivered. These include: 2.6.1 Promotion of Key Sites and Investment – With a considerable amount of affordable marketable land and strong transport links, North Lanarkshire remains in a strong position to attract businesses to invest and grow in the area. However, industrial vacancy rates (currently 2.3%) remain at near record lows amid positive demand alongside low levels of speculative development. The market for larger warehouses is particularly tight. Vacancies in the 50,000 sq ft + size bracket are below 2% and projected to fall further. New construction faces barriers from high interest rates alongside elevated build costs (CoStar Group, May 2024). Essential to addressing the opportunities and indeed challenges, will be the ongoing marketing of the area and also Page 46 of 100
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the development of the Business and Industry Strategy and the next Local Development Plan. There will also need to be stronger connections to maximise opportunities through Fusion Assets and North Lanarkshire Properties, as well as land owners and property agents to ensure that North Lanarkshire continues to have the correct mix of land and properties to meet current and future requirements. With industrial vacancy rates at low levels, bringing new sites and properties to the market and improving existing properties and sites to ensure they are fit for purpose will be critical moving forward. 2.6.2 Support for Key Sectors – Developing a deeper and clearer understanding of the challenges and opportunities facing key sectors across North Lanarkshire will also be critical. This will require improved engagement across those sectors, partners and industry bodies to develop bespoke activities and plans for those sectors. 2.6.3 Support for Net Zero – There is a strong opportunity to support businesses to adopt or develop new processes, products, systems and models to address rising energy costs, reduce energy use, adopt renewable energy sources, increase recycling, reduce waste, support decarbonisation, tackle climate change, and to upskill existing staff and create new green jobs. To remain competitive and to support the meeting of local and national net zero targets, there is much work to be done to engage and support businesses in this area. 2.7 The following table summarises the opportunities and challenges, key business support deliverables and key measures of success that will be put in place from 1 April 2025: Opportunity/Challenges Key Deliverables 2025/26 Outputs/Outcomes Inward Investment and Promotion Aim: To develop, promote and showcase North Lanarkshire as a key location to invest, create employment and do business • Delivery of a relationship managed service (Invest in NL) to support businesses through the statutory consent process from enquiry to pre-planning to operational establishment • Development of Invest NL Prospectus and delivery of associated marketing activities and campaigns • Mapping of available key sites and properties • Development of Business and Industry Strategy • Strengthening links with North Lanarkshire Properties and Fusion Assets to market and identify and promote key properties, sites and opportunities • Delivery of support for filming locations and enquiries through Lanarkshire Screen Locations and North Lanarkshire Film Charter • Delivery of Lanarkshire Business Excellence Awards 2025 • Number of enquiries (including film enquiries) • Number of successful enquiries (i.e business who invest/expand in North Lanarkshire_ • Mapping of enquiries • Proposed Jobs • Actual Jobs (measured at 12-months post investment) • Investment in North Lanarkshire (£) (including filming investment) • Income generated (through filming and Lanarkshire Excellence Awards) Page 47 of 100
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Entrepreneurship Aim: To increase the levels of self-employment and new business creation in North Lanarkshire to address low levels of business birth rates and improve survivability • Delivery of one-to-one advisory support, workshops, specialist surgeries and networking opportunities through the Lanarkshire Business Gateway service • Delivery of support and review of provision to Minority Ethnic Communities • Delivery of the Hive Business Centre for Women in Airdrie • Delivery of support to increase female entrepreneurship • Delivery of entrepreneurial support to young people in schools • Delivery of start-up funding • Delivery of support for new inclusive and democratic business models (social enterprises, employee-owned businesses and co-operatives) • Number of new business starts • Number of new starts still trading at 12 months • Value of start-up grants delivered • Forecast jobs and actual jobs created after 12 months of grant support • Forecast turnover and actual jobs created after 12 months of grant support • Number of young people supported through enterprise activities within schools • Increase in the number of women becoming self-employed or setting up in business • Increase in the number of people from minority ethnic groups becoming self- employed or setting up in business • Increase in the number of social enterprises, employee-owned businesses and co- operatives Sustainability and Growth of Existing Businesses Aim: To increase the sustainability, growth and job creation of existing businesses • Delivery of one-to-one advisory support, workshops, specialist surgeries and networking opportunities through the Lanarkshire Business Gateway service • Delivery of Lanarkshire Expert Help Framework • Delivery of grant funding to support investment in capital expenditure, infrastructure, digitisation, skills, and net zero • Continued joint working and referrals to key internal services and external partners to support growth • Number of existing businesses supported • Value of grant support delivered • Forecast jobs and actual jobs created after 12 months of grant support • Forecast turnover and actual turnover generated after 12 months of grant support • Increased participation in Supplier Development Page 48 of 100
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• Assistance through Invest NL to find sites and properties • Delivery of procurement training and access to procurement and supply chain opportunities for SMEs and social enterprises through Lanarkshire Meet the Real Buyer, bespoke supply chain events and the Supplier Development Programme Programme training and events • Increase in the number of SMEs and social enterprises accessing North Lanarkshire Council procurement opportunities • Annual tracking of businesses, jobs and turnover through Business in Scotland statistics Key Sector Development Aim: To increase understanding North Lanarkshire’s key sectors to support their long-term sustainability and growth, and to understand their current and future skills and employment requirements Focus on: • Construction • Manufacturing • Transport and Logistics • Food and Drink • Life Sciences • Creative Industries • Renewable Energy • Health & Social Care • Tourism & Hospitality • Social Enterprises • Increased sector engagement with businesses and supporting partners and industry bodies • Mapping of key sectors and businesses • Development of key sector action plans • Delivery of the North Lanarkshire Tourism Strategy and Action Plan 2022-2026 • Promotion of North Lanarkshire as a key visitor destination through Visit Lanarkshire • Delivery of the North Lanarkshire Social Enterprise Framework 2021-2026 • Delivery of 2025 cohort of Build Lanarkshire programme in partnership with South Lanarkshire Council and Hub South West • Engagement and participation in workstreams of the North Lanarkshire Construction Board • Review of support to Lanarkshire Larder • Leading on the implementation of North Lanarkshire’s Fairtrade status • Input to the development and implementation of the North Lanarkshire Good Food Nation plan • Number of businesses engaged • Increase in visitor numbers to North Lanarkshire • Increase in visitor spend to North Lanarkshire • Increase in number of social enterprises in North Lanarkshire • Annual tracking of businesses, jobs and turnover through Business in Scotland statistics • Referrals for employment, training, apprenticeship and work experience opportunities for residents and young people Digital Aim: To support businesses to adopt new digital technologies, • Delivery of Lanarkshire Expert Help Framework Lot 6: Information Technology and Digital • Number of businesses engaged and supported through digital activities Page 49 of 100
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enhance digital skills and capabilities, and implement cyber security strategies and measures. • Delivery of grant funding programmes • Delivery of bespoke marketing and awareness campaigns • Value of digital support provided Support for New Zero Aim: To support businesses to adopt or develop new processes, products, systems and models to support the journey to net zero and to create green jobs • Review of the North Lanarkshire Energy Audit Voucher Scheme • Delivery of Lanarkshire Expert Help Framework Lot 7: Energy Efficiency and Net Zero • Delivery of grant funding programmes • Delivery of bespoke marketing and awareness campaigns • Number of businesses engaged and supported through net zero activities • Value of net zero support provided • Quantification (where practical) of measurable impact (e.g. costs savings, jobs created, reduction in emissions, reduction in waste etc) 2.8 Work will be undertaken during 2025 to adopt a benefits realisation approach to understand the financial and non-financial benefits which contribute to the delivery of The Plan for North Lanarkshire and associated Programmes of Work. An online system has also been developed to enable improved coordination of enquiries and manage referrals to other services across the council. Review of Grant Funding 2.9 As outlined in Section 1 of the report, the council has operated a series of grant funds for businesses for a number of years. These funds have been reviewed both internally through staff workshops, and through an external evaluation by EKOS Ltd between June and December 2023. The external evaluation covered the business grant schemes which had been in place between 2015 and 2023. 2.10 The external evaluation found that: • The grant schemes have broadly been an effective mechanism to support business start-up, development and growth and have also broadly supported the right types of people, businesses, and activities. • The grants were pitched at the right level of grant award • The grants are valued by new starts and existing businesses and stakeholders alike. • There is a clear and continuing strategic rationale for the provision of grant support for business development and growth. • The grant schemes have made a strong contribution to policy priorities such as: • Promoting and supporting the growth of entrepreneurship across North Lanarkshire. • Supporting business resilience and growth. • Creating more jobs. • Feedback from grant recipients was largely positive and the grant schemes are generating value and impact. • There were high levels of satisfaction among grant receipts. Page 50 of 100
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2.11 The evaluation also identified that further work was required improve the reach and penetration rate of the grants, and to take steps to improve the additionality of the grants and to collect more robust monitoring information from business. 2.12 By 2028, the evaluation forecast that NLC’s Business Support Funds for existing businesses will generate a Return on Investment of 12.4. This means that for every £1 of grant money awarded an additional £12.4 in net additional GVA within North Lanarkshire will be generated. For grants to start-ups the Return on Investment was 4.7. 2.13 The evaluation made a series of recommendations to identify opportunities and to address issues and challenges with the funds including: • Revisiting the aims, objectives, and outcomes of its replacement business start-up and growth grants schemes to provide renewed clarity on the purpose of each of the Funds, and what they are seeking to achieve before devising/ formulating/revising the solutions. • Review application and appraisal forms to ensure that applicants are asked the right questions and are asked to provide supporting evidence for appraisers to be able to use the information collated to undertake an informed and verified assessment of evidence of need. • Formal appraisal training could be considered. • Improve marketing and promotion of the grant schemes – to broaden reach and awareness, to stimulate demand, as well as to increase penetration rates among existing micro businesses and SMEs. • Consider a shift from the current largely transactional grant led support model, to an account managed, relationship driven or a place-based approach. An account management approach for existing businesses would lend itself well to the potential for discretion for priority (or strategic) projects. • In terms of resource allocation, business advice and grant support to pre-starts, new starts and volume businesses should be much more light touch, small awards, and focussed on helping pre-starts commence trading, and helping new-starts and volume businesses gain skills and sustain trading. • More intensive engagement with new starts with the potential to scale up activity as well as supporting existing businesses with growth potential for progression up the growth pipeline. Businesses showing growth potential could then have access to the greater levels of grant funding and other forms of support. 2.14 A further independent evaluation of the current grant schemes is being undertaken by external consultants through the UK Shared Prosperity Fund. Any recommendations from this will be taken into account and changes made as appropriate to the schemes. A subsequent internal review of the Energy Audit Voucher scheme will also take place in 2025. 2.15 In line with both the internal review with staff and the evaluation recommendations it is proposed that the following amendments are made to grant funds with effect from 1 April 2025. Page 51 of 100
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Business Start-Up Fund 2.16 It is proposed to merge the current Business Start-up Fund and the Small Business and Self-Employed Support Scheme into a single, more streamlined and simplified Fund to support pre-start, self-employed and small businesses who have been trading for a period of up to a maximum of 12-months. The current Business Start-Up Fund supports pre-start businesses with up to £1K if home based and up to £2,500 if operating from commercial premises and/or with employees. The current Small Business and Self-Employed Support Scheme provides support of up to £1,000 for self-employed individuals with no employees and up to £3,000 for businesses with more than one full-time employee. This leaves a gap in provision for businesses between 0 and 3-months which is a critical time in the business life cycle. 2.17 The purpose of the Business Start Up Fund is to provide grant funding to help pre-start businesses with a robust and viable business idea to start trading earlier than would otherwise be possible, and to support early-stage businesses to grow by creating or safeguarding jobs and improving the viability of their business. 2.18 The Fund would support essential business purchases up to a maximum of 10 items, such as IT equipment, capital expenditure, infrastructure, website design, training/skills development, attending trade shows/exhibitions and stock costs. It will not be geared towards addressing working capital requirements. 2.19 The Fund would provide 100% funding up to £3,000 on a tiered basis as follows: • Grant funding of £1,000 for home-based businesses with no employees. • Grant funding of up to £3,000 for businesses who are taking on employees, premises or who will be VAT registered. 2.20 To be eligible, the business would require to be a full-time business and be working with a Business Gateway Adviser with a clear business plan or action plan in place. This will also ensure appropriate aftercare is in place to support the business as it grows. The Fund will focus on higher value / quality starts that are likely to grow headcount and provide a future Return on Investment. 2.21 Where businesses are employing staff, they will be expected to be paying the Real Living Wage, meet the effective voice condition and be committed to the wider Fair Work First principles. Limited exceptions will only be considered on a case by case basis in line with Scottish Government Supporting Guidance where the potential grant recipient genuinely cannot afford to pay the Real Living Wage to part(s) or all of its workforce. 2.22 Projects that have already started and purchases that have already been paid for (prior to a decision on the application) will be ineligible. The grant will require to be claimed within 6 months of the award date (or earlier subject to external funding requirements), and only after the project has been completed and all suppliers have received payment in full. 2.23 Businesses supported will be required, as a condition of grant, to provide impact information on employment and turnover 12-months after support. Business Growth Fund 2.24 The Business Growth Fund (BGF) is a competitive, discretionary grant fund targeted at new and existing SMEs (less than 250 employees) to support the strategic, long- Page 52 of 100
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term sustainability and growth of the business. Currently the Business Growth Fund cannot support businesses trading for less than 12-months. It is proposed that for businesses trading less than 12-months, the Fund will be extended to provide support to new businesses which can demonstrate scalability of the business and high growth potential aligned to the Business Gateway growth categorisation of turnover above £200K within a 3-year period. The impact of the business project seeking support on improving business turnover, job creation, productivity, environmental sustainability, and digital capabilities will be of particular importance. 2.25 The Fund will continue to be focussed on business operating within the following key sectors – Construction, Manufacturing, Life Sciences, Transport & Logistics, Tourism, Creative Industries, Digital, Renewable Energy, and Health & Social Care. Social Enterprises will also continue to be eligible. A new discretionary element will be available to support businesses with priority or strategic projects aligned to key council objectives in other sectors. The Tourism Challenge Fund and Net Zero Challenge Fund which operated in 2024/25 will also be mainstreamed into the new Fund. 2.26 The Fund will move away from speculative enquiries and applications to supporting businesses who are committed to engaging with the council and its wider services. Businesses must be working with a Business Gateway Adviser and/or Enterprise Development Officer within the Enterprise Team and have a business plan or project plan with an associated detailed action plan in place demonstrating clear links to wider economic development objectives, employment, sustainability and growth. 2.27 The Fund will contribute towards project-related costs associated with capital expenditure, infrastructure improvements, training/skills development, consultancy, and attending trade shows/exhibitions. It is not geared towards addressing working capital requirements. 2.28 Business Growth Fund grants can provide up to 50% towards eligible project costs (ex VAT) with the following funding caps in place: • Capital expenditure - £20K cap – focussed on jobs, productivity, net zero and Digital/Ecommerce/Connectivity outcomes • Infrastructure improvement - £20K cap – focussed on jobs, premise expansion / adaptation for growth, efficiency, productivity outcomes • Workforce Skills Development - £5K cap – focussed on people, process and system development to improve workforce efficiency, productivity, upskilling of staff. This will include support towards ISO accreditations. • Trade Shows/Exhibitions - £4K Cap – focussed on growth and accessing new markets 2.29 Whilst the current fund increased the funding cap to £50K, the current average grant is less than £20K. It is therefore proposed to reduce the cap back to £20K to enable more business to receive support. Businesses will be restricted to a maximum of 2 Business Growth Fund grants in a rolling 24-month period. 2.30 Businesses will be required to clearly evidence need for funding and sources of match funding for the grants. 2.31 Businesses seeking grant of £10,000 or more must be able to demonstrate how they propose to provide community benefits within North Lanarkshire by committing to additional activities which will benefit local communities, residents or businesses. For example, this could include the provision of work experience placements for young Page 53 of 100
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people or those seeking employment, or, the provision of support through volunteering or the supply of materials for local community projects. 2.32 Projects that have already started/purchases that have already been paid for (before a decision on the application) will be ineligible. The grant must be claimed within 12 months of the award date, and only after the project has been completed and all suppliers have received payment in full. 2.33 Where businesses are employing staff, they will be expected to be paying the Real Living Wage, meet the effective voice condition and be committed to the wider Fair Work First principles. Limited exceptions will only be considered on a case by case basis in line with Scottish Government Supporting Guidance where the potential grant recipient genuinely cannot afford to pay the Real Living Wage to part(s) or all of its workforce. 2.34 Projects that have already started and purchases that have already been paid for (prior to a decision on the application) will be ineligible. The grant must be claimed within 6 months of the award date (or earlier subject to external funding requirements), and only after the project has been completed and all suppliers have received payment in full. 2.35 To improve consistency of appraisals and decision making, a monthly panel will be convened to consider all applications received. An appeals process will also be put in place. 2.36 Businesses supported will be required, as a condition of grant, to provide impact information on employment, turnover and other Key Performance Indicators agreed in the offer of grant letter 12-months after support. Conclusion 2.37 As outlined above, North Lanarkshire remains a key location for businesses. In order to capitalise on opportunities and challenges, the deliverables outlined in this paper provide a framework for the delivery of business support from 1st April 2025 which can be delivered within current staff and financial resources. 3. Measures of success 3.1 The measures of success are all detailed in the table within section 2.7 of the report. 3.2 The following health check indicators will also be considered to measure success: C16: Growth in Gross Value Added (GVA) C17: Gross weekly pay (residents) – full time employees C18: % of all people economically active in employment (16-64 years) C19: % of the VAT/PAYE registered business that survive for at least 3 years C27: Total employment in sustainable tourism as % of growth sector C28: Gross Value Added per head in sustainable tourism (employment) Page 54 of 100
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4. Supporting documentation n/a Pamela Humphries Chief Officer (Place) Page 55 of 100
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Funding to support the activity will be met from existing budgets, earmarked reserves and external funding through the UK Shared Prosperity Fund. Budgets for 2025/26 for the grant funds are anticipated to be as follows: • Business Start-Up Fund - £150,000 • Business Growth Fund - £1,000,000 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 56 of 100
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? A key focus of business support activity will be supporting businesses to improve their digital capabilities, adoption of new technologies, improving digital infrastructure, Artificial Intelligence, data, robotics, automation and protection against cyber-crime. 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 key focus of business support will be supporting businesses to improve their energy efficiency, reduce energy costs, adopt new green technologies, adopt renewable energy, reduce waste and increase recycling. 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 support provided will be actively marketed through marketing plans including the development of marketing materials, online information, social media, case studies, events and engagement with businesses. 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? Risk registers are in place for the service. Key risks include: • Demand for services – past experience, evaluations and continued engagement with businesses demonstrates ongoing demand for services. • Loss of skilled staff • Availability of funding – there is a reliance on one-off funds and external funding e.g. UK Shared Prosperity Fund to support project delivery. • Prevention of fraud – robust grant appraisal and monitoring checks are in place. 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 ☒ Page 57 of 100
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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 58 of 100
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North Lanarkshire Council Report Enterprise and Fair Work Committee Does this report require to be approved? ☒ Yes ☐ No Ref PH/SH Date 14/02/25 External Funding Update Report From Pamela Humphries, Chief Officer (Place) E-mail Hodges@northlan.gov.uk Telephone Stuart Hodge, 07583 091571 Executive Summary This report provides an update to Committee on the Council’s recent progress in developing and securing external funding for physical regeneration projects across North Lanarkshire including the UK Government’s Long-Term Plan for Towns; Scottish Government’s Vacant and Derelict Land Fund, and heritage funding programmes managed by Historic Environment Scotland and National Lottery Heritage Fund. The report also seeks approval for the reallocation of VDLF grant monies towards a new feasibility study and details the proposed 2025/26 Vacant and Derelict Land Fund (VDLF) allocation of £1.896m, and proposed projects to be supported, subject to submission and approval by the Scottish Government of a Local Delivery Plan. Recommendations It is recommended that the Enterprise and Fair Work Committee: (1) Approve the additional project for inclusion within the 2024/25 Vacant and Derelict Land Fund and the proposed projects for inclusion within the 2025/26 Vacant and Derelict Land Fund. (2) Acknowledges the update on progress regarding the allocation of £19.51m over 10 years to Coatbridge through the UK Government’s Long-Term Plan for Towns. (3) Acknowledges progress with progressing heritage funding bids for projects in Airdrie, Summerlee Museum and Palacerigg Country Park. (4) Acknowledges the award of £250,000 from National Lottery Heritage Fund to establish a new heritage network for North Lanarkshire. (5) Acknowledges the current position regarding the Scottish Government’s Regeneration Capital Grant Fund and the Vacant and Derelict Land Investment Programme. (6) Acknowledges the current position regarding the future allocation of funding from the Scottish Government’s Place Based Investment Programme for 2025/26. (7) Acknowledges the award of £830,000 from the 2024/25 Place Based Investment Programme for the redevelopment of Strathclyde Park. Item 5 Page 59 of 100
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1. Background 1.1 The Council aims to secure external funding to support the physical, social and economic regeneration of North Lanarkshire, with regular updates made to committee. 1.2 There has been significant recent activity across a range of funding streams. This report provides an update on progress towards securing a range of funds to support the social, physical and economic regeneration of North Lanarkshire. 2. Report Current Timescales 2.1 This report provides an update on current external funding activity, including recent funding bid submissions and decisions. Vacant and Derelict Land Fund (VDLF) 2.2 Since 2006, North Lanarkshire Council has received funding through the Scottish Government’s Vacant and Derelict Land Fund (VDLF) Programme to support the remediation and re-use of long-term vacant and derelict land sites within North Lanarkshire. The award of this annual grant is subject to the submission of a VDLF Local Delivery Plan (LDP) and its approval both by committee and the Scottish Government. 2.3 The VDLF is a ring-fenced annual capital grant allocation which provides financial support from the Scottish Government to assist with the regeneration of registered vacant and derelict land (V&DL) sites across selected local authority areas. Funding provided through the VDLF Programme is subject to the submission and approval by the Scottish Government of a LDP which sets out local authority investment proposals to meet the objectives of the VDLF Programme. 2.4 These objectives are to:- • tackle long term vacant and derelict land (and in particular sites which have been registered as vacant or derelict for at least 15 years); • stimulate economic growth and job creation; • develop a diverse sustainable environment with a focus on temporary and permanent greening; and • support communities to flourish and tackle inequalities. 2.5 There is a range of activity which this fund cannot support including major infrastructure works, retail and housing projects. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (2) Refocus our town centres and communities to be multi- functional connected places which maximise social, economic, and environmental opportunities Programme of Work Transforming Places Page 60 of 100
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2.6 Fusion Assets previously purchased land within the Commercial Zone in Ravenscraig in September 2023 and a contract to undertake enabling works to facilitate a development ready plot has been let. 2.7 The opportunity exists for Fusion to acquire an adjacent site to expand the scope of the proposed development and create further development ready plots. A feasibility study and ground investigation would be required to consider if the site was suitable for development. 2.8 To facilitate this, Fusion propose to reallocate underspend from two existing VDLF projects to enable the feasibility study to proceed - £15,000 of uncommitted funds from the Ravenscraig Renewables Study budget and £23,000 from the Brownfield Land Feasibility Studies budget. 2.9 This proposed project was not contained within the 2024/25 Local Delivery Plan that was approved by the Scottish Government and Committee on 10th May 2024. The Scottish Government have subsequently confirmed that the proposed use of grant is compliant with the terms and conditions of the VDLF and approve this project. 2.10 Following the Scottish Government Budget announcement in December 2024, it is anticipated that £1.896M capital grant funding will be awarded to North Lanarkshire Council subject to the submission and approval of a 2025/26 VDLF LDP. 2.11 Two projects have been identified at Gartcosh and Ravenscraig by Fusion Assets to receive VDLF grant funding. The projects involve site investigative works, potential site acquisition and enabling works thereafter. It is proposed that the funding is allocated to these projects with the breakdown finalised prior to submission of the LDP to Scottish Government for final approval. The grant offers to Fusion will reflect the final grant offer received from Scottish Government. Long-Term Plan for Towns Programme 2.12 In late 2023, Coatbridge was awarded £19.51m in UK Government funding through its Long-Term Plan for Towns programme. The council is the accountable body for this funding and responsible for establishing and supporting a Coatbridge Town Board which will oversee the development and delivery of the Long-Term Plan for Coatbridge. 2.13 It was initially expected that Long-Term Plans would have to be submitted for UK Government approval by August 2024 however this submission date has been delayed following the election of a new UK Government in July 2024, which advised it was reviewing all previously made funding commitments. The funding stream (and Coatbridge’s inclusion within the programme) was confirmed at the Budget in October and UK Government has advised that updated guidance will be published in the New Year and that project delivery will commence from 2026/27. 2.14 Significant work has already been undertaken to establish the Town Board and engage with the people and communities of Coatbridge to establish priorities and inform the future Investment Plan. Once the new guidance is issued the Draft Investment Plan will be produced for final consultation prior to submission to the UK Government for approval during 2025. 2.15 A further update will be provided to committee when updated information is made available and prior to submission of the Plan to the UK Government. Page 61 of 100
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Rediscovering Airdrie 2.16 In 2023, the council secured £150,000 from Historic Environment Scotland and National Lottery Heritage Fund to support the ‘development phase’ of ‘Rediscovering Airdrie’, a heritage-led regeneration project aimed at supporting a range of physical interventions and community heritage activities in Airdrie town centre. 2.17 The project formally commenced in January 2024 with the development phase having now concluded. Officers are currently preparing bids for full ‘delivery phase’ funding (of £2.65m) towards the project, which will be supported by match funding from the council. 2.18 Subject to funding bid approval, the project will establish a new creative sector hub (including an Airdrie Museum, Box Office, gallery and studio space), administer grants to property owners to improve shopfronts and for the repair and conservation of their buildings, and support a wide range of community heritage activities including programmes for local schools, youth arts, local artists and craftspeople and a ‘heritage socials’ project aimed at engaging under-represented communities in heritage-themed activities and events to improve their health and wellbeing. Summerlee Redevelopment 2.19 ‘New Stories, New Audiences, Better Lives’, a project which aims to redevelop parts of Summerlee Museum of Scottish Industrial Life and deliver a programme of activities aimed at engaging new audiences and extending the museum’s collections, secured £127,000 in ‘development phase’ funding from National Lottery Heritage Fund in 2023. 2.20 The project formally started in February 2024. A full ‘delivery phase’ application, seeking £3.4m in funding will be submitted by June 2025. Palacerigg Redevelopment 2.21 A bid seeking £266,000 in ‘development phase’ funding for ‘New Roots, Old Roots’, aproject aiming to redevelop Palacerigg Country Park has been submitted to National Lottery Heritage Fund, with a funding decision expected in March 2025. 2.22 The project, led on by the council’s Greenspace Projects Team, will improving trails and natural heritage and reopening the Visitor Centre (for community management) If successful, it is expected that a full ‘delivery phase’ application seeking £3.5m (towards overall project costs of £5.3m) will be submitted in autumn 2025. North Lanarkshire Heritage Network 2.23 The council was awarded £250,000 from National Lottery Heritage Fund to manage a North Lanarkshire heritage network. This funding was to be used to employ a new Heritage Outreach Officer who will be responsible for establishing and supporting the network and working with individuals and groups to develop heritage projects and secure external funding for these. This will include intensive engagement works across each of North Lanarkshire’s nine Community Board areas on a rolling basis across a three-year period. 2.24 This post has now been filled with work currently underway to plan engagement activity. Regeneration Capital Grant Fund (RCGF) 2.25 As previously advised to Committee, the Scottish Government had previously paused assessment of Round 11 of RCGF due to financial constraints. It had also advised that it may not be in a position to launch any further rounds of the Fund. The council had submitted a bid for the development of a new community wellbeing hub at Cairnlea Parish Church in Airdrie. Page 62 of 100
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2.26 In December 2024, the council was advised that Scottish Government may now be in a position to make funding awards for Round 11 bids and intends to re-assess these in the new year. Officers are working with trustees at Cairnlea to confirm if the project remains viable and an updated RCGF application was submitted to the Scottish Government on Friday 31st January for consideration for a funding award. Vacant and Derelict Land Investment Programme (VDLIP) 2.27 As previously advised to Committee, the Scottish Government had previously paused assessment of Round 3 of the VDLIP due to financial constraints. It had also advised that it may not be in a position to launch any further rounds of the Fund. The council had submitted bids for community-led greenspace projects on vacant and derelict land in Cumbernauld Village and in Glenboig. 2.28 In December 2024, the council was advised that Scottish Government may now be in a position to make funding awards for Round 3 bids and intends to re-assess these in the new year. Officers are working with both respective partner organisations (Cumbernauld Village Community Council and Glenboig Development Trust) and submitted updated VDLIP applications to the Scottish Government on Friday 24th January for consideration for a funding award. Place Based Investment Programme (PBIP) 2.29 The Scottish Government committed to the establishment of a Place Based Investment Programme (PBIP) allocating £140M to local authorities over 5 years commencing in 2021/22. 2.30 This fund is used to take forward place-based initiatives focused on a range of key themes including place making, town centre regeneration, 20 minute neighbourhood, community led regeneration and ownership, tackling inequalities, accelerating goals for net zero carbon, and promoting community wealth building. 2.31 The fund was temporarily paused by the Scottish Government in early 2024. The Council subsequently received funding of £830,000 towards the Strathclyde Park project. This was a reduced allocation as an award of £1.698m had been expected. 2.32 The Scottish Government have confirmed that they expect the Place Based Investment Programme to continue in 2025/26 in what would be the fifth and final year of its operation. Presently, the Scottish Government are unable to confirm how much will be available or if any of the terms and conditions of the grant will change. The Council had expected to receive £1.698m in 2025/26. Strathclyde Country Park 2.33 The Scottish Government has also paused the Green Growth Accelerator funding programme, through which the council expected to receive up to £10m towards the low carbon redevelopment of Strathclyde Park. 2.34 A bid for £2.345m from the Scottish Government’s Public Sector Heat Decarbonisation Fund towards the low-carbon redevelopment of Strathclyde Country Park was submitted in December 2023, with funding secured in March. This funding will contribute towards the ‘fabric first’ elements of the retrofit of the Watersports Centre in the Park. 2.35 Unfortunately, however, due to its changing capital position Scottish Government required that this funding was spent in this financial year. The council would however only be able to spend a small proportion of this, and in so doing it would undermine any future bids to the fund during 2025/26. The council has therefore not accepted this funding and intends to resubmit for the full funding award in the next financial year, Page 63 of 100
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should the Fund be relaunched as expected. 2.36 The council has however secured and accepted £830,000 in funding from the Scottish Government’s Place Based Investment Programme, which was made available in Autumn 2024 following a ‘call for projects’ which were reliant on the previously paused programme and which were at risk of failing in the event that funding was not awarded. 2.37 While this project is supported through the council’s strategic capital programme, additional funds will need to be secured to enable the project to proceed as originally planned, and officers are liaising with potential funders such as Clyde Mission with a view to securing the necessary additional funds. 3. Measures of success 3.1 The primary measure of success arising from the work and updates outlined in this report is to maximise external funding for investment in the regeneration of North Lanarkshire and its places. 3.2 Future economic and employment benefit gained from the investment of the council’s allocated VDLF grant awards made from the Scottish Government. 4 Supporting Documents None Pamela Humpries Chief Officer (Place) Page 64 of 100
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 65 of 100
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Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Risks are identified and managed within the relevant project risk registers. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 66 of 100
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North Lanarkshire Council Report Enterprise and Fair Work Committee Does this report require to be approved? ☒ Yes ☐ No Ref SD/PH Date 14/02/25 UK Shared Prosperity Fund 2025/26 From Pamela Humphries, Chief Officer (Place) E-mail Douglass@northlan.gov.uk Telephone Sharon Douglas 07970 489136 Executive Summary As part of the UK Government’s Autumn Budget Statement presented to Parliament on Thursday 30 October 2024, the Chancellor confirmed that UKSPF will continue for a Year 4 with a budget of £900m for the 12 month-period. Further details on how UKSPF will be implemented during 2025/26 and the allocations to lead authorities were confirmed by the UK Government on 13th December 2024.The UKSPF allocation for North Lanarkshire for 2025/26 will be £6,034,163. The Council’s UKSPF Project Board met in November and December 2024 to consider options for the transition year and this report presents proposals for the distribution of funding for 2025/26. Recommendations It is recommended that the Committee: (1) Approve the proposals recommended by the UKSPF Board for delivery during 2025/26 as set out in section 2 and Appendix 1 of this report to enable Glasgow City Region to submit the Year 4 Plan to the UK Government. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (21) Continue to identify and access opportunities to leverage additional resources to support our ambitions Programme of Work All Programmes of Work Item 6 Page 67 of 100
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1. Background 1.1 The UK Government’s Shared Prosperity Fund (UKSPF) provided £2.6bn of capital and revenue funding across the UK for local investment from April 2022 to March 2025. As part of that funding, the 8 member authorities in the Glasgow City Region received a combined allocation of £73.9m which was approximately 35% of the Scottish allocation. North Lanarkshire received an allocation of £13,871,047. 1.2 The primary goal of the UKSPF was to build pride in place and increase life chances across the UK. Underneath this overarching aim, there were three UKSPF investment priorities: • Communities and place • Supporting local business • People and skills In addition, Multiply was a specific budget within the UKSPF to support adult numeracy skills. North Lanarkshire’s allocation included £11,475,646 as core UKSPF funding and £2,395,402 to be ringfenced for delivery of activity under Multiply. 1.3 At the last reporting point (December 2024), cumulative spend for UKSPF Programme was £10,009,411, representing 73% of the programme allocation. The UK Government has confirmed that there will be no opportunity for underspend as at the end of March 2025 to be carried forward. It is expected that full spend will be achieved. 1.4 As part of the UK Government’s Autumn Budget Statement presented to Parliament on Thursday 30 October 2024, the Chancellor confirmed that UKSPF will continue for a Year 4 with a budget of £900m for the 12 month-period. This is a reduction of 40% on the UKSPF year 3 (2024/25) allocation of £1.5bn. The intention is that this ‘transition’ year allows the continuation of activities while a new programme approach is developed for April 2026 onwards. More information on the new approach is expected in the UK Government’s Spring Statement. 1.5 Further details on how the UKSPF transition year will be implemented and the allocations to lead authorities were confirmed by the UK Government on 13th December 2024. The key points relating to the allocation methodology were: • the overall 40% reduction in UKSPF has not been applied evenly across all areas. Areas with a higher level of deprivation will receive a 20% reduction with other areas receiving a 45% reduction; • there is a minimum requirement for capital spend of around 26% of the UKSPF allocation to each area; and, • there will be no ringfenced funding for Multiply, although these activities can be continued under the People and Skills theme. 1.6 As a result of deprivation levels being taken into account in the allocation methodology, Glasgow City Region, and within that North Lanarkshire Council, will receive more UKSPF than would have been the case if the 40% reduction had been implemented across the board. North Lanarkshire is one of 6 areas in Scotland to receive the lower reduction. The UKSPF allocation for North Lanarkshire for 2025/26 is £6,034,163. Page 68 of 100
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1.7 Along with confirmation of UKSPF allocations to lead authorities, the UK Government issued a technical note on managing the fund in 2025/26. While broadly continuing the current management and reporting arrangements, the technical note sets the UKSPF out in terms of its contribution to the UK Government’s 5 national missions with a special focus on the mission to kickstart economic growth. 1.8 The Council’s UKSPF Project Board met in November and December 2024 to consider options for the transition year and this report presents proposals for the distribution of funding for 2025/26. 2. Report 2.1 The aim of year 4 is to provide a smooth transition from the existing UKSPF programme to a new, future funding framework. The UK Government is also committed to restoring decision making on structural funding to representatives of Scotland, Wales and Northern Ireland and will work closely with the devolved governments to honour this commitment. 2.2 The UK Government has set out an ambitious plan for change, focused on 5 national Missions. The UKSPF in 2025/26 is intended to proactively support Mission-delivery, pushing power out to communities everywhere, with a specific focus to help kickstart economic growth and promote opportunities in all parts of the UK. The UKSPF’s current 53 interventions have been mapped to 12 new sub-themes, meaning that UKSPF can still support the wide range of activity delivered since it started in 2022. The priorities, themes and sub-themes are shown in Appendix 2. 2.3 The role of lead authorities in the delivery of the UKSPF for 2025/26 remains the same. Lead local authorities will receive an area’s allocation to manage, including the assessment and approval of projects, processing of payments and day to day monitoring of activities. They also retain the ability to use up to 4% of their allocation to undertake necessary UKSPF administration and reporting. North Lanarkshire Proposals 2.4 The oversee the implementation of the UKSPF programme for the initial programme running from April 2022 to March 2025, a UKSPF Board was established, chaired by the Chief Officer (Place) as the Senior Responsible Officer. The Board has met at least quarterly since February 2023 and has monitored progress of the UKSPF programme including approval of project proposals/changes, submission of quarterly reports and monitoring of risks. Latterly it has also considered the UK Government’s allocation for a fourth year of funding – 2025/26 – and has developed proposals to ensure continued delivery and preparation for a transition towards a new future funding framework. 2.5 Prior to considering proposals from current projects the Board established 3 key principles: • the starting point for proposals being developed would be a reduction of 40% in funding - in line with the overall UKSPF budget. Thereafter performance and the impact of stopping delivery and potentially restarting in 2026 would be taken into account; Page 69 of 100
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• adult numeracy activities should be continued under the people and skills investment there, albeit that a reduction in the level of provision would be necessary; and, • capital proposals should be tied into the capital plan already approved as these projects had already gone through an assessment and prioritisation process 2.6 Based on the principles above, the Board agree that proposals for 2025/26 should be based initially on a reduction of approximately 40% for activities under the Communities and Place and Business Support interventions. Furthermore, as employability, skills and multiply provision are primarily staff based that the remaining funds be allocated to increase the budget provision for the People and Skills theme, including activities previously funded through Multiply. This results in the following recommended distribution of funds across the 3 priorities set out by the UK Government: Priority 2024/25 (year 3) allocation Year 4 proposed distribution Capital (C&P) 1,406,500 1,405,960 23.3% of total – this is minimum requirement Communities and Place 858,500 485,000 58% of year 3 allocation Local Business Support 1,667,738 1,015,000 61% of year 3 allocation People and Skills 3,072,976 2,886,837 75% of year 3 allocation Multiply 802,181 Management and Administration 325,329 241,366 4% of total allocation TOTAL 8,133,224 6,034,163 2.7 A full list of projects under each of the priority themes, and sub themes, is provided in appendix 1 of this report. 3. Measures of success 3.1 Success of the UKSPF is monitored and reported through a set of outputs and outcomes. These were agreed with the UK Government as part of the original UKSPF investment plan submitted in August 2022 and approved in December 2022. Monitoring reports are required to be submitted to the UK Government every 6 months. 3.2 The North Lanarkshire UKSPF Investment Plan included 92 outputs and outcomes across the 3 investment themes and the Multiply interventions. While not all of these have remained relevant to the implementation of the programme, output and outcome achievements continue to be collected and reported. A report on achievements will be provided to the UK Government on completion of the original 3 year programme at the end of March 2025. This report will also present the proposals for use of the funds in 2025/26. 3.3 The UK Government has indicated that it is continuing to simplify UKSPF where possible, including reducing the list of outputs and outcomes for 2025-26 and simplifying reporting requirements. An updated list of outputs and outcomes for 2025- Page 70 of 100
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26 will be published in due course and outputs/outcomes for the proposed activities in North Lanarkshire will be updated accordingly. 4. Supporting documentation 4.1 Appendix 1 List of UKSPF proposed projects 4.2 Appendix 2 UKSPF Investment priorities and the Government’s Missions 4.3 Further information on the UKPSF can be found at the UK Government website - UK Shared Prosperity Fund - GOV.UK Pamela Humphries Chief Office (Place) Page 71 of 100
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? An EQIA was carried out and published for the North Lanarkshire UKSPF Investment Plan in 2023 – this additional year of funding will be delivered in line with the original EQIA - UK Shared Prosperity Fund Investment Plan: North Lanarkshire | North Lanarkshire Council 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? This report presents proposals for the distribution of additional funding from the UK Government to support a transition year for the UK Shared Prosperity Fund. The Chief Officer (Financial Solutions) is a member of the UKSPF Board and has been involved in developing the proposals presented. 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? A number of the projects to be funded will offer contract extensions to staff on temporary contracts due to the time limited nature of the funding programme. Project lead officers will discuss the implications of any reduction in funding with the relevant People Resources contacts. The Chief Officer (People and Organisational Development) is a member of the UKSPF Board and has been involved in developing the proposals presented. 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ Page 72 of 100
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If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☒ No ☐ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Funding from the UK Shared Prosperity Fund requires to be acknowledged in any communications or publicity. Corporate Communications are aware of this requirement and provide advice and guidance to project lead officers. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Page 73 of 100
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There is a risk that the funding will not be adequately managed and reporting requirements will not be met resulting in a need to repay funds. A full programme risk register is in place and will be updated accordingly. This is overseen by the UKSPF Board. 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). Some project activities will impact on vulnerable young people and will assist them to reach higher levels of attainment and vocational training. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 74 of 100
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Appendix 1 SHARED PROSERITY FUND ALLOCATIONS 2025/26 Capital Projects (funding distribution to be finalised) Watersports Centre, Strathclyde Country Park 1,405,960 The Time Capsule Communities and Place Thriving Places – development of visitor economy Visitor Campaigns – Visit Lanarkshire 40,000 Healthy, Safe and Inclusive Communities – improve health and wellbeing Impactful Volunteering – Volunteer NL 85,000 Healthy, Safe and Inclusive Communities – brining communities together Investment in Capacity Building – Community Empowerment NL 360,000 Local Business Support Advice and Support to Businesses SME Development Grants and Support - Business Grants 650,000 SME Development Grants and Support - Smart Hub Lanarkshire 50,000 Expert Help 175,000 Enterprise Culture and Start up Support Strengthening Entrepreneurial support – BAME and Female Entrepreneurs 100,000 Social Enterprise Support 40,000 People and Skills Supporting people to progress towards and into employment North Lanarkshire’s Working 1,568,837 Support for young people who are or at risk of being NEET Vocational training support for vulnerable leaving school 250,000 Employment Related Skills NL Built Environment Academy 230,000 Essential Skills (including numeracy, literacy, ESOL and digital) NL Digital Skills Academy 224,000 Multiply - Sum it Up 496,000 Multiply - Managing Your Money 118,000 Management and Administration (4%) 241,367 Page 75 of 100
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Appendix 2 UKSPF Investment priorities and the Government’s Missions Communities and Place Supporting Local Business People and Skills Healthy, Safe and Inclusive Communities Thriving Places Support for Business Employability Skills Sub-themes • Healthy: improve health and wellbeing • Safe: reduce crime and the fear of crime • Inclusive: bringing communities together; tackling homelessness Sub-themes • Development of the visitor economy • High street and town centre improvements Sub-themes • Advice and support to businesses • Enterprise culture and start up support • Business sites and premises Sub-themes • Supporting people to progress towards and into employment • Support for young people who are at risk of being NEET Sub-themes • Essential skills (including numeracy, literacy, ESOL and digital) • Employment related skills Contributing to UKG Missions: • Make Britain a clean energy superpower • Take back our streets • Bring down barriers to opportunity • Build an NHS for the Future Contributing to UKG Missions: • Kickstart Economic Growth Contributing to UKG Missions: • Kickstart Economic Growth • Make Britain a clean energy superpower • Bring down barriers to opportunity Contributing to UKG Missions: • Kickstart Economic Growth • Make Britain a clean energy superpower • Bring down barriers to opportunity Contributing to UKG Missions: • Kickstart Economic Growth • Make Britain a clean energy superpower • Bring down barriers to opportunity Page 76 of 100
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North Lanarkshire Council Report Enterprise and Fair Work Committee Does this report require to be approved? ☒ Yes ☐ No Ref: NLC-CPT-24-057 Date: 14 February 2025 Contract Award for Business Support and Expert Help Services 2025- 2029 From Pamela Humphries, Chief Officer (Place) E-mail weiry@northlan.gov.uk Telephone: Yvonne Weir 07508 001238 Executive Summary The Committee is asked to approve the award of a Multi Lot/Multi Supplier Framework Agreement for Business Support and Expert Help Services 2025-2029 (the ‘Agreement’) to the Tenderers listed within Appendix 1. The Agreement is a collaboration between North Lanarkshire Council (the “Council”) and South Lanarkshire Council (“SLC”) with the Council acting as the lead authority. The Agreement is for an initial period of 12 months anticipated to commence on 01 April 2025. The Council reserves the right to extend the Agreement for additional periods up to a maximum of a further 36 months (3 x 12 month periods). The value of the Agreement shall not exceed One Million, Four Hundred Thousand Pounds Sterling (£1,400,000.00) exclusive of VAT. Recommendations It is recommended that the Committee: (1) Approves the award of the Agreement to Tenderers listed within Appendix 1, at the maximum value of One Million, Four Hundred Thousand Pounds Sterling (£1,400,000.00) exclusive of VAT. 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 Invest in North Lanarkshire Item 7 Page 77 of 100
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1. Background 1.1 The requirements within the Agreement are currently under contract with 27 Contractors via a 9 Lot Agreement . This arrangement is due to expire on 31 March 2025 with the Agreement detailed within this report due to supersede it. 1.2 The Council in partnership with (SLC) are seeking to appoint a range of skilled business Contractors across a variety of disciplines to deliver business support and expert help services for Lanarkshire based Small to Medium Sized Enterprises (SMEs). 1.3 Both Councils have secured a further 12-month’s funding to 31 March 2026 from the UK Shared Prosperity Fund (UKSPF) to provide Business Support and Expert Help Services that supplement and provide additional support to the existing services available through Business Gateway services in Lanarkshire. 1.4 Services required include business support and expert help to businesses within Lanarkshire covering themes such as: • Financial Management; • Business Growth and Development; • Human Resources, Leadership and Skills; • Procurement; • Marketing; • Information Technology and Digital; • Energy Efficiencies and Net Zero; and • New Market Opportunities and Internationalisation 1.5 The main purpose of the Agreement is to support Lanarkshire businesses to grow; thus providing employment opportunities, growth in key sectors and inclusive growth. This will be achieved by providing support to businesses on specific topics which will help their understanding, skills and capabilities; highlight potential areas for improvement; signposting service users to further support that helps and agree an action plan with some identified next steps to implement to help the business meet their objectives. 1.6 The agreement for Business Support and Expert Help Services 2025–2029 shall allow Lanarkshire based SMEs to receive: • between one (1) and five (5) days “Expert Help Support”; • access to various “Training and Support Workshops”; and / or • access to “Specialist Support Surgeries”. 1.7 The main aim of the Agreement is to ensure that suitably qualified consultants are available to provide Lanarkshire based SMEs with bespoke advice and support, focusing on sustainability and growth areas such as: • reviewing existing processes, strategies, policies or plans; • supporting businesses to improve these accordingly or to introduce new processes, strategies, policies or plans as required; • introduce new products or services; and • reach new markets Page 78 of 100
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1.8 To enable appropriate delivery of services, the opportunity was presented as a framework agreement consisting of 8 separate Lots. 1.9 The Agreement although procured and owned by the Council will be available for use by SLC. The Agreement has its own operating and management conditions applied within however the responsibility for making services available to service users, raising call-off contract/purchase orders, payment of invoices etc. shall be the sole responsibility of each Council. 1.10 The aim was to appoint a maximum of 4 Tenderers to each Lot of the Agreement. Appointment to the Agreement would be achieved by way of the relevant highest scoring (most economically advantageous tenders) Tenderers within the procurement process for each Lot. 1.11 All Lots within the Agreement will operate on an unranked basis. Once a Contractor has been identified to deliver the Council’s requirements, a “Call-Off Contract” will be raised by way of a Direct Award only. For each Lot, the Council’s decision on who to award services to is final. 2. Report 2.1 A group of technical and procurement representatives was formed to develop and agree the procurement strategy for the Agreement to enable the Council to achieve maximum benefit for the requirements. 2.2 The initial estimated value of the Agreement dictated that the procurement procedure be undertaken in accordance with the Public Contracts (Scotland) Regulations 2015. An advert for the procurement opportunity was published on the Public Contracts Scotland and the UK Find a Tender (FTS) website. 2.3 The procurement procedure was undertaken as an “Open Procedure” and a “Supplier Engagement Event” was held to provide an overview of the requirement with 78 Contractors attending the event. 2.4 Across the 8 Lots, there were 59 Tenderers who submitted bids. This amounted to 74 individual proposals and each bid was evaluated in accordance the evaluation criteria and scoring methodology set out in the invitation to tender package within the procurement procedure, an evaluation of tender responses received was completed by members identified by the User Intelligence Group (UIG). Selection stage responses were assessed first and compliant Tenderers that satisfied/declared that they met the published minimum selection stage criteria progressed to the award stage evaluation. Following identification of the recommended Tenderer(s), their selection stage responses were assessed in more detail to ensure they satisfied the minimum selection stage criteria applied. 2.5 The Agreement award recommendation is made on the basis of the Tenderers who submitted the most economically advantageous tender for each Lot consequently demonstrating Best Value. 2.6 The tenders as detailed within Appendix 1 have been evaluated as representing the most economically advantageous tender for each Lot of the Agreement. Page 79 of 100
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2.7 Appendix 2 confirms the scoring achieved by each Tenderer for each Lot, further details of the procurement procedure is provided in Appendix 3 and the SME status and location of all Tenderers is located within Appendix 4. 2.8 The total value of the Agreement shall not exceed One Million, Four Hundred Thousand Pounds Sterling (£1,400,000.00) exclusive of VAT. The Agreement is further broken down on a Lot by Lot basis as detailed below: Lot Lot Title Maximum Lot Value 1 Financial Management £160,000 2 Business Growth and Development £250,000 3 Human Resources, Leadership and Skills £80,000 4 Procurement £250,000 5 Marketing £280,000 6 Information Technology and Digital £280,000 7 Energy Efficiency and Net Zero £50,000 8 New Market Opportunities and Internationalisation £50,000 Financial / Budget Consideration 2.9 The maximum value of the Agreement is £1,400,000.00 exclusive of VAT. 2.10 The costs associated with delivery of the Agreement will be contained within the Revenue budget for Enterprise Team, Place as supplemented by funding from the UK Shared Prosperity Fund for 2024/2025. This will be reviewed on an annual basis subject to funding being available. SLC have their own budgetary procedures in place to account for services they procure via the Agreement. Price Stability 2.11 Prices within the Agreement shall remain firm and unchangeable for the first 2 x 12 months periods (24 months in total) thereafter may be subject to price review as per the Agreement Terms & Conditions. Page 80 of 100
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Community Benefits 2.12 The Council is committed to maximising the delivery of community benefits. The procurement included a community benefit requirement, this approach is designed to deliver local community benefits where possible. 2.13 All Tenderers confirmed their commitment to delivering community benefits should they be successful in being awarded a Call Off Contract as a result of the Agreement. 2.14 Accordingly, there is no community benefits as part of the appointment to the Agreement. However, as call off contracts are achieved, community benefits will be delivered. 2.15 The following community benefits were committed to by those identified for appointment within the Agreement: Community Benefit Type Quantity Committed Business Event / Briefing to promote supply chain opportunities 9 Business Mentoring and Advice to support to an SME / Social Enterprise / Voluntary organisation 50 Educational Sponsorship 2 Educational Support and Skills Transfer 2 Educational Visits 18 Educational Workplace Visit 5 Financial Support for a Community Project / Organisation 9 Non-financial Support for a Community Project / Organisation 19 Work Experience Placement for an individual aged 14 to 16 years of age 5 Work Experience Placement for an individual 16+ years of age 6 2.16 The community benefits delivered as part of the Agreement does not include the creation of jobs or apprenticeships. Fair Work First 2.17 As part of the tender exercise Contractors (including sub-contractors, supply chain partners etc) were encouraged to ensure compliance with the Scottish Governments “Fair Work First” initiative should they be successful in being awarded a Call Off Contract as a result of the Agreement. Contract Management 2.18 Officers from the Enterprise Team, Place will be responsible for managing the Agreement which will be undertaken in accordance with the contract and supplier management conditions applied within the Agreement. Page 81 of 100
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3. Measures of success The Agreement will deliver the following outcomes; 3.1 Best Value has been considered to be demonstrated by: • procuring via the open market with a streamlined approach making it easier for SME’s and sole traders to bid therefore encouraging competition; • enabling a platform for a continuous, consistent and further established approach to the delivery of Business Support and Expert Help Services; • enabling a broad skillset of experts to be engaged in specialist areas to complement existing business support services; • creating the opportunity to develop a relationship with multiple Contractors (as opposed to a single organisations) which should benefit the Agreements operation and spread the work over many organisations; and • enabling the delivery of additional benefits to the Lanarkshire community. 3.2 The appointment of Contractors who have the experience and capability to deliver an innovative, high quality and responsive Business Support and Expert Help service that will deliver the minimum service delivery targets; 3.3 The procurement procedure was compliant with the procurement legislation and internal procedures; 3.4 The Agreement secured a range of community benefits; 3.5 The Agreement performance is proactively managed against a number of local Key Performance Indicators and national targets; and 3.6 A collaborative approach to the procurement of the requirement, minimising the burden on internal resource and leveraging the economies of scale. 4. Supporting documents 4.1 Appendix 1 Summary of Tenderers Identified for Appointment to the Framework Agreement 4.2 Appendix 2 Summary of Tender Evaluation Process 4.3 Appendix 3 Summary of Procurement Process 4.4 Appendix 4 SME Status and Location of All Tenderers Pamela Humphries Chief Officer (Place) Page 82 of 100
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☒ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☒ No ☐ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e-mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The services procured include Information Technology, Digital and Digital marketing support for businesses. Page 83 of 100
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Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The services procured include Environmental Efficiency and Net Zero support for businesses to improve their performance and capabilities in these areas. 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 services will be marketed through the council’s social media and other channels, and on the council’s website. 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 project specific risk register will be put in place. Key risks include: • Lack of demand for services – the values of each Lot have been based on previous demand. Marketing of the services will take place and robust contract monitoring will be in place. • Lack of future funding – the Framework has been designed to accommodate this. • Poor service delivery by Experts – robust contract management and feedback from clients will be in place to address any service delivery concerns. 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 84 of 100
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Summary of Tenderers Identified for Appointment to the Framework Agreement Appendix 1 Tenderer Name Lot 1 Lot 2 Lot 3 Lot 4 Lot 5 Lot 6 Lot 7 Lot 8 Total Lots Accountants Plus (Hamilton) Limited t/a Accountants Plus 4th 1 Arthian Ltd 2nd 1 Callann Bid Services Ltd 3rd 1 CJM Project Financial Management Limited 3rd 1 Concept HR Solutions 1st 1 Connect Three Solution Limited 2nd 1 Coull Coaching Ltd 4th 4th 2 FP Business Services Limited 2nd 1 GAP Communications 1st 1st 2 Inspirent Ltd 2nd 4th 2 Intelligens Consulting Ltd 1st 1 Intend Business Development Limited 1st 1 J&G3 Ltd 3rd 1 Keep Scotland Beautiful 4th 1 KL Business Consulting Limited 1st 1 Managed IT Experts Ltd 2nd 1 MJM Associates (Scotland) Ltd 2nd 1 Morrow Associates Ltd 2nd 1 NSDesign Ltd 4th 1 Secure Business Advisors Limited 3rd 1 Stirling Enterprise Park Ltd 3rd 3rd 2 Stirton Consulting Ltd 3rd 1 Synergie Environ Ltd 1st 1 Taylor Comms Limited T/A Taylor Communications 2nd 1 TheMacDogFactory Limited trading as BrexEasy 1st 1 Tinto Procurement 4th 1 Page 85 of 100
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Summary of Tender Evaluation Process Appendix 2 Lot 1 – Financial Management Final Rank Tenderer Name Total Tender Score (%) Recommended for Award 1 KL Business Consulting Limited 84.40% Yes 2 FP Business Services Limited 82.26% Yes 3 CJM Project Financial Management Limited 79.06% Yes 4 Accountants Plus (Hamilton) Limited t/a Accountants Plus 76.29% Yes 5 Firstimpact Business Ltd 73.21% No Lot 2 – Business Growth and Development Final Rank Tenderer Name Total Tender Score (%) Recommended for Award 1 GAP Communications 91.40% Yes 2 Inspirent Ltd 84.94% Yes 3 Secure Business Advisors Limited 84.90% Yes 4 Coull Coaching Ltd 77.65% Yes 5 Firefly Innovation Ltd 76.32% No 6 Connect Three Solution Limited 72.39% No 7 The Power Within Training and Development 70.75% No 8 Genoa Black Ventures LLP 70.01% No 9 Firstimpact Business Ltd 67.93% No 10 Academy of Enterprise Education (AEE) 66.74% No 11 Momentic Limited 66.47% No 12 Defankle Innovation Limited 64.84% No 13 Perception Insights Ltd 63.01% No 14 Basics and Beyond Ltd 62.86% No 15 Where Now Consulting Ltd 62.67% No Page 86 of 100
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16 Real Retail Solutions 60.63% No 17 Studio Zao Innovations Ltd 58.41% No 18 Geisel Consulting Limited 49.23% No Lot 3 – Human Resources, Leadership and Skills Final Rank Tenderer Name Total Tender Score (%) Recommended for Award 1 Concept HR Solutions 88.40% Yes 2 Connect Three Solution Limited 88.32% Yes 3 Stirling Enterprise Park Ltd 81.40% Yes 4 Coull Coaching Ltd 80.96% Yes 5 Arena HR Ltd 76.90% No 6 Katie Bell HR Ltd 70.29% No 7 Orbit Agency Limited 62.46% No 8 Albany HR Ltd 58.61% No 9 Perception Insights Ltd 57.98% No N/A Flexibility Works Failed to meet technical requirements No Lot 4 - Procurement Final Rank Tenderer Name Total Tender Score (%) Recommended for Award 1 Intend Business Development Limited 77.61% Yes 2 Morrow Associates Ltd 76.50% Yes 3 Callann Bid Services Ltd 74.12% Yes 4 Tinto Procurement 73.49% Yes 5 Bluestack Loudon Services Limited 69.80% No 6 Caughey Solutions Ltd 69.31% No 7 Geisel Consulting Limited 44.81% No Page 87 of 100
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Lot 5 - Marketing Final Rank Tenderer Name Total Tender Score (%) Recommended for Award 1 GAP Communications 91.40% Yes 2 Taylor Comms Limited T/A Taylor Communications 85.58% Yes 3 J&G3 Ltd 84.31% Yes 4 Inspirent Ltd 78.49% Yes 5 NSDesign Ltd 77.95% No 6 Breeze Connection Limited 71.99% No 7 Janine Marriott Ltd 71.06% No 8 Electrify Marketing & Communications 70.62% No 9 Genoa Black Ventures LLP 70.03% No 10 Quantum Marketing Solutions (Scotland) Ltd 68.71% No 11 Academy of Enterprise Education (AEE) 67.09% No 12 Momentic Limited 66.82% No 13 Basics and Beyond Ltd 63.28% No 14 Strategic Digital Marketing Group Ltd 60.30% No 15 Orbit Agency Limited 60.29% No 16 Solutions on Demand Ltd 58.97% No 17 New College Lanarkshire 51.43% No 18 Digital Landscope Limited 46.94% No 19 Sigma Communications & Marketing Limited 42.81% No Page 88 of 100
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Lot 6 - Information Technology and Digital Final Rank Tenderer Name Total Tender Score (%) Recommended for Award 1 Intelligens Consulting Ltd 87.33% Yes 2 Managed IT Experts Ltd 86.34% Yes 3 Stirling Enterprise Park Ltd 79.12% Yes 4 NSDesign Ltd 78.23% Yes 5 R Cubed Technology Ltd 68.72% No 6 Solutions on Demand Ltd 65.86% No 7 Digitals OYT Ltd 62.84% No Lot 7 - Energy Efficiency and Net Zero Final Rank Tenderer Name Total Tender Score (%) Recommended for Award 1 Synergie Environ Ltd 83.80% Yes 2 Arthian Ltd 68.27% Yes 3 Stirton Consulting Ltd 68.04% Yes 4 Keep Scotland Beautiful 56.76% Yes 5 Climate Essentials Limited 49.30% No N/A Calash Ltd Failed to meet technical requirements No Lot 8 - New Market Opportunities and Internationalisation Final Rank Tenderer Name Total Tender Score (%) Recommended for Award 1 TheMacDogFactory Limited trading as BrexEasy 87.20% Yes 2 MJM Associates (Scotland) Ltd 82.35% Yes Page 89 of 100
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Summary of Procurement Process Appendix 3 Response CPT Contract Reference Allocated: NLC-CPT-24-057 Procurement Procedure Utilised: Open Procedure Governing Legislation / Regulations: Public Contracts (Scotland) Regulations 2015 Date Contract Strategy Approved: 26 September 2024 Tender Platform Utilised: PCS-Tender (PCST) Date Contract Notice Published: 04 October 2025 Total Expressions of Interest Received: 127 Tender Return Deadline: 05 November 2024 Number of Tenders Received: 74 Tenders (59 Tenderers) Tenderers who are SME’s: 58 Tenderers based in NLC: 8 Tenderers from Supported Businesses: 0 Number of Non−compliant Tenders: 0 Number of Compliant Tenders: 74 Number of Recommended Tenderers: Lot 1 - 4 Lot 2 - 4 Lot 3 - 4 Lot 4 - 4 Lot 5 - 4 Lot 6 - 4 Lot 7 - 4 Lot 8 - 2 Basis of Award: Most economically advantageous tender (per Lot) Quality: 60% Price: 40% Evaluation Team: Officers from the Enterprise Team (Place), Economic Development (SLC) and Corporate Procurement Team Anticipated Start Date of the Agreement: 01 April 2025 Total Agreement Period (Months): 48 months (initial 12 months with 3 x 12 month optional extension periods ) Awarded Value of the Agreement: £1,400,000.00 Page 90 of 100
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SME Status and location of all Tenderers Appendix 4 Name of Tenderer Size of Tendering Organisation (Micro, Small, Medium or Large) Location (Local Authority / Council Area) 1. Academy of Enterprise Education (AEE) Micro South Lanarkshire 2. Accountants Plus (Hamilton) Limited Small South Lanarkshire 3. Albany HR Ltd Micro Edinburgh 4. Arena HR Ltd Micro Kilmarnock 5. Arthian Ltd Medium Glasgow 6. Basics and Beyond Ltd Micro East Renfrewshire 7. Bluestack Loudon Services Limited Micro North Lanarkshire 8. Breeze Connection Limited Micro Renfrewshire 9. Calash Ltd Small Aberdeen 10. Callann Bid Services Ltd Micro North Lanarkshire 11. Caughey Solutions Ltd Micro East Lothian 12. CJM Project & Financial Management Micro Prestwick 13. Climate Essentials Limited Small South Hampton 14. Concept HR Solutions Micro New Cumnock 15. Connect Three Solution Limited Small Glasgow 16. Coull Coaching Ltd Micro South Lanarkshire 17. Defankle Innovation Limited Micro Glasgow 18. Digital Landscope Limited Micro Renfrewshire 19. Digitals OYT Ltd Small London 20. Electrify Marketing & Communications Micro West Lothian Page 91 of 100
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21. Firefly Innovation Ltd Micro North Lanarkshire 22. Firstimpact Business Ltd Micro Edinburgh 23. Flexibility Works Micro Glasgow 24. FP Business Services Limited Micro North Lanarkshire 25. GAP Communications Micro East Ayrshire 26. Geisel Consulting Limited Micro East Ayrshire 27. Genoa Black Ventures LLP Small Edinburgh 28. Inspirent Ltd Small North Lanarkshire 29. Intelligens Consulting Ltd Micro Glasgow 30. Intend Business Development Limited Micro Stirling 31. J&G3 Ltd Micro Glasgow 32. Janine Marriott Ltd Micro Renfrewshire 33. Katie Bell HR Ltd Micro Glasgow 34. KL Business Consulting Limited Micro Glasgow 35. Keep Scotland Beautiful Small Stirling 36. Managed IT Experts Ltd Micro Fife 37. MJM Associates (Scotland) Ltd Micro Clackmannanshire 38. Momentic Limited Small Derby 39. Morrow Associates Ltd Micro Glasgow 40. New College Lanarkshire Large North Lanarkshire 41. NSDesign Ltd Small Glasgow 42. Orbit Agency Limited Micro Isle of Lewis 43. Perception Insights Ltd Micro Stirling 44. Quantum Marketing Solutions (Scotland) Ltd Micro North Lanarkshire Page 92 of 100
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45. R Cubed Technology Ltd Small Edinburgh 46. Real Retail Solutions Micro Glasgow 47. Secure Business Advisors Limited Micro East Dunbartonshire 48. Sigma Communications & Marketing Limited Micro Perth & Kinross 49. Solutions on Demand Ltd Small Ayrshire 50. Stirling Enterprise Park Ltd Small Stirling 51. Stirton Consulting Ltd Micro East Lothian 52. Strategic Digital Marketing Group Ltd Micro Edinburgh 53. Studio Zao Innovations Ltd Micro London 54. Synergie Environ Ltd Small Glasgow 55. Taylor Comms Limited T/A Taylor Communications Micro East Renfrewshire 56. The Power Within Training and Development Small North Lanarkshire 57. TheMacDogFactory Limited trading as BrexEasy Micro Stirling 58. Tinto Procurement Micro South Lanarkshire 59. Where Now Consulting Ltd Micro Inverclyde Page 93 of 100
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North Lanarkshire Council Report Enterprise and Fair Work Committee Does this report require to be approved? ☐ Yes ☒ No Ref JMcK/CPT Date 14/02/25 Contracts awarded below Committee approval threshold From James McKinstry - Chief Officer (Assets and Procurement) E-mail McKinstryJ@northlan.gov.uk Telephone 07939 281102 Executive Summary In accordance with the Council’s General Contract Standing Orders (“GCSOs”), GCSO 21.10 requires a summary report be presented to members with details of contracts awarded since last committee, specifically for the spend range: • over £50,000 but below £500,000 for supplies or services; and, • over £500,000 but below £2,000,000 for works. Recommendations It is recommended that the Enterprise and Fair Work Committee: (1) Acknowledge the contract awards made since last committee reporting cycle. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Item 8 Page 95 of 100
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1. Background 1.1 The Local Government (Scotland) Act 1973 section 81 requires local authorities to “…make standing orders with respect to the making by them or on their behalf of contracts for the supply of goods or materials or for the execution of works.”. 1.2 The Council’s General Contract Standing Orders (“GCSOs”) set out the council’s specific procurement procedures and responsibilities at all spend levels, and include the reporting requirements of procurement activity, including contracts awards, to committee for either approval or acknowledgement. 2. Report 2.1 In accordance with GCSO 21.10, this report summarises the contract awards since last committee, specifically for the spend range: • over £50,000 but below £500,000 for supplies or services; and, • over £500,000 but below £2,000,000 for works. 2.2 If you require further information regards the contract awards reported, please refer to the lead service area / Chief Officer detailed in the appendix. 3. Measures of success 3.1 All requirements contracted contribute to either the council’s programme of work and/or fulfil a statutory requirement. 3.2 All contract awards secure best value for the council in accordance with their evaluation criteria. 3.3 All necessary diligence has been undertaken in the evaluation and appointment of contractors. 3.4 All contract awards are logged in the council’s contract register. 4. Supporting documentation 4.1 Appendix 1 Summary of contracts awarded. James McKinstry Chief Officer (Assets and Procurement) 5. Impacts 5.1 Impacts considered as part of the contract award procedures are recorded in the individual contract award reports held by the lead service area. Page 96 of 100
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Appendix 1 – Summary of Contracts Awarded Contract Ref NLC-SLP-24-072 Title The Centre Cumbernauld - MAST Development Proposals Classification Services Lead Service Area / Chief Officer Pamela Humphries, Chief Officer (Place) Competition Governance by Value The Framework terms & conditions, with adherence to the council’s GCSO 13 on 3rd party frameworks Procurement Route Call-off following Direct Award using Third Party Framework No. of Framework Contractors 18 Award Criteria Best Value assessment, in accordance with the Framework Information Comments This has been procured via Direct Award approach, considering the relevant information on Framework Contractors technical and commercial proposals available through the Scotland Excel Framework Agreement for Building Construction Consultancy (0920). Award Details Value £125,700 Contract Duration 18 months Contractor Name MASTARCH Ltd Contractor Size Small Contractor Location Glasgow Status - Payment of Living Wage? Yes Status - Living Wage Accredited? Yes Impacts this section highlights which impacts were considered for this contract award procedure Public Sector Equality Duty and Fairer Scotland Duty ☐ HR Policy Impact ☐ Data Protection Impact ☐ Environment / Carbon Impact ☐ Risk Impact ☒ Children’s Rights and Wellbeing Impact ☐ Financial Impact ☒ Legal Impact ☐ Technology / Digital Impact ☐ Communications Impact ☐ Armed Forces Covenant Duty ☐ Further details regarding these impacts can be obtained from the Lead Service Area / Chief Officer Page 97 of 100
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Contract Ref NLC-SLP-24-048 Title Kilsyth Surface Water Management Plan Classification Services Lead Service Area / Chief Officer Pamela Humphries, Chief Officer (Place) Competition Governance by Value The Framework terms & conditions, with adherence to the council’s GCSO 13 on 3rd party frameworks Procurement Route Call-off following Direct Award using Third Party Framework No. of Framework Contractors 11 Award Criteria Best Value assessment, in accordance with the Framework Information Comments This has been procured via Direct Award approach, considering the relevant information on Framework Contractors technical and commercial proposals available through Scotland Excel E&T Consultancy Framework Lot 5 Drainage and Flooding (08-20). Award Details Value £65,489 Contract Duration 8 Months Contractor Name AtkinsRealis UK Limited Contractor Size Large Company Contractor Location Surrey, UK Status - Payment of Living Wage? Yes Status - Living Wage Accredited? Yes Impacts this section highlights which impacts were considered for this contract award procedure Public Sector Equality Duty and Fairer Scotland Duty ☐ HR Policy Impact ☐ Data Protection Impact ☐ Environment / Carbon Impact ☒ Risk Impact ☒ Children’s Rights and Wellbeing Impact ☐ Financial Impact ☒ Legal Impact ☐ Technology / Digital Impact ☐ Communications Impact ☐ Armed Forces Covenant Duty ☐ Further details regarding these impacts can be obtained from the Lead Service Area / Chief Officer Page 98 of 100
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Contract Ref NLC-SLP-24-028 Title Eurocentral Strategic Active Travel Phase 1 and 2 Detailed Design, Phase 3 Options Appraisal and Concept Design Classification Services Lead Service Area / Chief Officer Pamela Humphries, Chief Officer (Place) Competition Governance by Value The Framework terms & conditions, with adherence to the council’s GCSO 13 on 3rd party frameworks Procurement Route Call-off following Mini Competition using Third Party Framework No. of Framework Contractors 12 No. of Bids Received 6 Award Criteria Most Economically Advantageous Tender, 40% Quality:60% Price Evaluation Scores – Successful 87.50% Evaluation Scores – Unsuccessful 77.17% - 85.28% Comments Mini Competition from the Scotland Excel Engineering and Technical Consultancy Framework Agreement (reference 08/20), Lot 2 (Transportation and Traffic). Award Details Value £239,725 Contract Duration 30 months Contractor Name Stantec UK Limited Contractor Size Large Company Contractor Location Glasgow Status - Payment of Living Wage? Yes Status - Living Wage Accredited? No Impacts this section highlights which impacts were considered for this contract award procedure Public Sector Equality Duty and Fairer Scotland Duty ☒ HR Policy Impact ☐ Data Protection Impact ☐ Environment / Carbon Impact ☒ Risk Impact ☒ Children’s Rights and Wellbeing Impact ☐ Financial Impact ☒ Legal Impact ☐ Technology / Digital Impact ☐ Communications Impact ☐ Armed Forces Covenant Duty ☐ Further details regarding these impacts can be obtained from the Lead Service Area / Chief Officer Page 99 of 100
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