Agenda Document Pack - Environment and Climate Change Committee - 29/04/2026
North Lanarkshire Council · 29 April 2026
Back to Environment and Climate Change Committee — 29 April 2026 and its agenda
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20 April 2026 Members of the Environment and Climate Change Committee Chief Executive’s Office Rachel Blair Chief Officer (Legal, Democratic and Strategy) Civic Centre, Windmillhill Street, Motherwell ML1 1AB www.northlanarkshire.gov.uk Notice is given that a Meeting of the Environment and Climate Change Committee is to be held in the Council Chamber, Civic Centre, Windmillhill Street, Motherwell, ML1 1AB on Wednesday, 29 April 2026 at 14:00 PM which you are requested to attend. The agenda of business is attached. Rachel Blair Chief Officer (Legal, Democratic and Strategy) Members : Clerk Name: Mark Hamill Clerk Telephone: 07811 294 702 Clerk Email: committee@northlan.gov.uk H Loughran, J McPhilemy, T Carragher, K Duffy, A Duffy-Lawson, F Fotheringham, W Goldie, K Harmon, J Leckie, F MacGregor, A Masterton, M McBride, B McCulloch, M McCulloch, F McKay, J Reddin, L Roarty, G Robinson, W Shields, A Smith, A Thomas, S Watson, C Williams, N Wilson. Page 1 of 228
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Agenda 1 Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 Operational 2 Trading Standards – focus on consumer product safety work Submit report by Chief Officer (Community Operations) setting out the consumer product safety initiatives delivered by the Trading Standards team. 5 - 20 3 Development of an Action Plan for Graffiti Submit report by Chief Officer (Community Operations) seeking approval for the establishment of a multiagency working group to address graffiti across North Lanarkshire. 21 - 28 4 Dumbrek Local Nature Reserve - Bringing Life to Heritage Submit report by Chief Officer (Community Operations) highlighting the completion of phase 2 of the Dumbreck & Garrell Burn Project. 29 - 40 5 Redevelopment of Colzium House, Kilsyth Submit report by Chief Officer (Community Operations) providing an update on the work undertaken and future plans at Colzium House, Kilsyth. 41 - 48 6 Fleet Asset Management Plan 2026-2035 Submit report by Chief Officer (Community Operations) seeking approval of the Fleet Asset Management Plan. 49 - 72 7 Road Safety Plan Submit report by Chief Officer (Place) provides an update on the implementation of the policy for prioritising road safety improvements. 73 - 98 8 20mph Speed Limits Case for Change Submit report by Chief Officer (Place) to proceed with the consultation on the rollout of 20mph roads across North Lanarkshire. 99 - 108 9 Roads Asset Management Plan 2026-2030 Submit report by Chief Officer (Community Operations) seeking approval of the Roads Asset Management Policy and Plan. 109 - 164 Page 3 of 228
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10 Electric Vehicle Charging Infrastructure Update April 2026 Transfer of Asset Ownership Submit report by Chief Officer (Community Operations) seeking approval and Transfer of Ownership of the future North Lanarkshire EV charging infrastructure to the new Charge Point Operator. 165 - 176 11 North Lanarkshire's Path to Net Zero (2045) Submit report by Chief Officer (Assets & Procurement) seeking approval to replace the current Climate Plan Act 2030 (2021- 2030), our Path to Net Zero (2045) 177 - 220 Contracts 12 Contract Awards Below Committee Approval Threshold Submit report by Chief Officer (Assets and Procurement) advising of contracts awarded since the last meeting. 221 - 228 Page 4 of 228
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North Lanarkshire Council Report Environment & Climate Change Committee Does this report require to be approved? ☒ Yes ☐ No Ref PB/MM Date 29/04/26 Trading Standards – focus on consumer product safety work From Lyall Rennie, Chief Officer (Community Operations) E-mail RennieLy@northlan.gov.uk Executive Summary At the last meeting of the Environment and Climate Change Committee, elected members requested further detail on the consumer product safety initiatives delivered by the Trading Standards team, to support information sharing with Community Boards and constituents. The Committee has previously demonstrated its commitment to this area, for example in supporting North Lanarkshire becoming a signatory to the button battery awareness pledge at the meeting held on 9 November 2022. Over the past 18 months, the Trading Standards service has delivered three key initiatives: • a programme to identify and support North Lanarkshire based online sellers in understanding their product safety responsibilities, • a public awareness campaign highlighting the significant safety risks associated with second hand consumer goods supported through external funding from the Office for Product Safety and Standards (OPSS), and • a targeted electrical item safety amnesty funded by Electrical Safety First (ESF) which offered consumers the opportunity to exchange unsafe products for safer alternatives. These initiatives focused on increasing public awareness of safety risks and supporting businesses to meet their legal responsibilities. Alongside these preventative initiatives, the service made significant reactive interventions arising from consumer complaints, safety referrals and service requests, ensuring that unsafe products were identified, investigated and, where necessary, removed from sale and supply. This combined approach of prevention, intervention and partnership working reinforces the Council’s commitment to protecting consumers, supporting legitimate businesses and contributing to wider corporate priorities on community wellbeing and safety. Page 5 of 228
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Recommendations It is recommended that the Environment & Climate Change Committee: (1) Recognise the significant community benefit delivered through these consumer product safety initiatives and related enforcement work. (2) Support the promotion of these and future initiatives within local communities and through elected members’ own communication channels and representation on community boards, helping raise awareness of key risks. (3) Support continued awareness raising activity to help residents identify unsafe products and make safer purchasing decisions, with a particular focus on families and vulnerable households. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Page 6 of 228
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1. Background 1.1 Unsafe consumer products can cause severe harm, with past incidents showing that faults in everyday household items can lead to serious injuries and/or fatalities. The growth of online purchasing and the rise in homebased sellers have also increased the complexity of safety risks and the need to support businesses in understanding their product safety responsibilities. Local authority Trading Standards services are charged with the regulatory functions and statutory duties implemented to safeguard the public from unsafe consumer products. 1.2 North Lanarkshire Council was one of eight Scottish local authorities participating between October 2024 and March 2025 in a national online sellers project aimed at identifying local businesses trading online and assessing their understanding of product safety responsibilities. The project highlighted the challenges faced by Trading Standards in identifying businesses and their controlling legal minds, as there is currently no requirement for sellers to register with local authorities. 1.3 In August 2025, the team successfully secured funding from OPSS Community Fund to deliver a dedicated second-hand goods product safety initiative. This opportunity arose in direct response to growing safety concerns linked to second-hand consumer products, particularly those used by or accessible to children. Intelligence gathered internally from partner agencies and via national alerts has highlighted recurring risks associated with toys, items containing button or coin batteries, child appealing high- powered magnets, nursery equipment, children’s clothing and small electrical goods. These products are frequently traded at car boot sales, baby markets, informal community events and online platforms, often without adequate safety checks or seller awareness of their legal responsibilities. The combination of high-risk products and informal selling environments means that vulnerable households, especially families relying on low-cost second-hand items, are disproportionately exposed to the risk of injury or worse. 1.4 In recent years, incidents reported in the media have highlighted the very real dangers posed by unsafe second-hand goods, including a tragic local child fatality involving a button battery. Media reports have also shown that many parents are unaware that everyday household items purchased second-hand can present severe risks until their child experiences an accident or near miss. These incidents reinforce the need for clear public information and proactive intervention. Safety risks can arise at the point of purchase, where buyers may unknowingly acquire damaged or noncompliant items, and during use, where missing instructions, faulty components or wear and tear increase the likelihood of choking, poisoning, burns or electrocution. 1.5 A focused product safety initiative aimed at improving public awareness and supporting residents to make safer purchasing decisions was developed. The initiative was designed to deliver clear, practical information on identifying unsafe or recalled products, recognising hazards linked to button batteries and high-powered magnets and assessing the condition and compliance of second-hand electrical items, toys and children’s products. In May 2025, a UK study found that around 300 children were admitted to A&E in a single year after ingesting small, high-powered magnets, with one in ten requiring lifesaving surgery - https://research.uhs.nhs.uk/news/doctors-warn-of- magnetic-toy-dangers-as-study-reveals-hundreds-of-children-hospitalised 1.6 To ensure the initiative reached those most likely to rely on second-hand goods, the service worked closely with colleagues in the Tackling Poverty and Community Safety teams, foodbanks and local event organisers. Engagement was centred in community settings including car boot sales, baby markets, foodbanks, colleges and seasonal Page 7 of 228
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fayres, supported by a complementary social media campaign to extend reach. This combined approach was intended to empower vulnerable households with the knowledge needed to reduce harm and to strengthen understanding of consumer product safety. 1.7 Funding was secured from Electrical Safety First to deliver a product safety amnesty to address the risks posed by unsafe electrical goods, particularly low-cost chargers, electric blankets, travel adaptors, four-way block adaptors and other small electricals. During the amnesty events, portable appliance (PAT) testing and assessment of items was made available and where products were found to be unsafe, they were exchanged for safer replacements or a voucher. Worn electric blankets were replaced like for like. 1.8 Alongside the education and awareness activities, local authority Trading Standards services have a statutory duty to enforce consumer product safety legislation, while OPSS provides national oversight. Our Trading Standards team meets this responsibility by investigating complaints received, through targeted enforcement projects to address unsafe products identified through complaints, via intelligence gathering and national alerts. This work supports the wider aim of reducing the availability of unsafe goods on the UK and Scottish marketplace. 2. Report Online Sellers Project 2.1 The online sellers project provided the service with a structured opportunity to identify North Lanarkshire based businesses trading through online platforms and assess their baseline understanding of product safety requirements. The project enabled officers to engage directly with sellers, offer tailored advice on legal responsibilities and direct participants to accredited training provided through the Chartered Trading Standards Institute. The findings from this work also reinforced the ongoing challenges in locating and supporting online traders, particularly where individuals operate informally or without any requirement to register with the local authority. 2.2 Outcomes of the project included 55 locally based online businesses being identified (with assistance from our colleagues in the council’s Enterprise team) and contacted. 6 businesses progressed to accredited product safety training, and several others chose to change the way they were trading following engagement, reflecting improved awareness of their legal responsibilities. The project therefore succeeded in increasing the visibility of Trading Standards within this sector and prompting positive behavioural change among online sellers. Second-Hand Goods Education Initiative 2.3 The initiative was delivered through a programme of community engagement events across North Lanarkshire, with practical, hands-on demonstrations to help residents recognise unsafe second-hand goods. Displays included examples of children’s clothing with cords presenting entrapment or strangulation hazards, toys with accessible stuffing or small parts, electrical items showing damaged wiring, and products containing unsecured button batteries or small, powerful magnets, as shown in appendix 1. These items were used to demonstrate simple checks that consumers can carry out before buying used products. Events were held in high footfall locations such as car boot sales, baby markets, colleges and foodbanks to ensure engagement Page 8 of 228
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with families and households most likely to rely on second-hand goods. A list of the events attended can be found in appendix 2. 2.4 A complementary social media campaign ran in the lead up to Christmas 2025, supporting the in-person events and sharing short clips and advice on identifying unsafe goods. The clip can be viewed on the council webpage here. 2.5 Alongside this education work, Trading Standards carried out a targeted enforcement project to examine second-hand goods available in retail premises. Officers inspected a wide range of items similar to those used in the public displays, identifying issues such as insecure battery compartments, damaged electrical components and unsafe toys. Where problems were found, officers provided tailored advice, and through effective engagement with the businesses we ensured that retailers voluntarily removed unsafe products from sale. 2.6 The combined education and enforcement approach delivered clear and measurable impact. Over 1900 residents engaged directly with officers across 11 events, and the visual demonstrations proved particularly effective, with many attendees expressing surprise at how easily everyday items could present hazards. Attendees were asked to complete a survey which showed a strong improvement in consumer confidence, with almost all respondents reporting that they felt better equipped to identify unsafe goods after visiting the stall. Product Safety Amnesty 2.7 The product safety amnesty, supported by funding from ESF, was delivered through community-based engagement events combining practical demonstrations, free PAT testing and an ‘Unsafe Electricals Amnesty.’ Officers attended sessions at Wishaw Foodbank, Bellshill Cultural Centre, the Antonine Shopping Centre, and the Buchanan Centre Coatbridge, offering attendees clear guidance on how to recognise hazards such as damaged charging cables, faulty adaptors, recalled appliances and unsafe electrical goods. Real examples were used to illustrate common risks and to show residents quick, simple checks they can carry out at home. At the time of writing this report, further events are scheduled to take place at Forgewood Housing Cooperative and Motherwell Foodbank, to ensure continued engagement with households most likely to rely on low-cost or second-hand electrical items. The initiative was publicised through posters at the venues (example in appendix 3), the Council webpage and locality social media pages, encouraging residents to attend and bring items for assessment - https://www.northlanarkshire.gov.uk/winter-services/consumer- advice/electrical-product-amnesty 2.8 Amnesty event safeguarding activities have resulted in the safe surrender of several hazardous items, including a blender, electric blankets and a damaged mobile phone charging cable which a parent discovered in their child’s bedroom after attending the event. The amnesty has encouraged residents to check items at home and return with anything they were concerned about, and the PAT testing service has supported people in understanding the condition of items they regularly use. Feedback from participants highlighted that the demonstrations helped them identify risks they had never previously considered. This feedback directly informed the planning of the two events in Motherwell. 2.9 Although assessment of the programme is ongoing, early impact is clear. Attendees have reported an increased ability to recognise unsafe electrical goods and several returned with further items for assessment after undertaking checks at home. The surrender of damaged and potentially dangerous products demonstrates that residents Page 9 of 228
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are acting on the advice provided and removing hazards from their homes. Feedback from the first four events shows strong demand for continued engagement, with many residents requesting repeat sessions to support them in checking additional items. Enforcement Activity Summary 2.10 The Trading Standards service delivers targeted enforcement interventions to address unsafe products identified in the marketplace. Below is a sample of complaints and projects led by the team: • Mothballs containing banned carcinogenic ‘naphthalene.’ A complaint led to the identification of mothballs sold via an online marketplace containing naphthalene, a prohibited substance, and lacking manufacturer information. It was identified that a total of 4,939 units had been sold via a business based outside of the UK. A referral resulted in customer alerts being issued and 364 units being removed from warehouse stock for destruction. Our engagement with OPSS resulted in their publishing a safety alert - https://assets.publishing.service.gov.uk/media/67ab24124a8e03aa8a56aa17/250 1-0066-product-safety-report-mothballs-pdf.pdf • Water Beads - A complaint was received about a children’s science kit containing water beads that expanded far beyond safe limits during one of the experiments. Testing confirmed that the beads increased to more than 50% of their original size, presenting a serious risk of gastrointestinal blockage if swallowed in their dehydrated form, and a risk of airway obstruction if swallowed when hydrated. Water beads have been linked to severe injuries in the UK, including emergency surgery for intestinal obstruction, and to child fatalities overseas. Officers raised the issue with the local authority Trading Standards service with jurisdictional responsibility for the business and led corrective action to warn consumers and withdraw the product from the market. OPSS published the safety alert - Product Safety Report: Letterbox Lab Explore Box 9 and Investigate Box 9 Child's Science Experiment Kit containing Water Beads (2501-0087) - GOV.UK • Building Blocks - A complaint was received regarding building blocks, containing high-powered magnets, purchased from an online marketplace. The sides of the blocks came apart and exposed small, powerful magnets. The parent who submitted the complaint item had bought the toy for her young son and was concerned about the safety risk. The social media platform which sold the product responded positively and, within 24 hours of our request for test certification, removed the offending product line along with 46 similar listings. Shortly afterwards, a newspaper reported an incident involving a comparable product in which a young child required attendance at A&E after swallowing tiny magnets from a similar toy. It was subsequently identified that almost 7,000 of the products had been sold. Consumers were notified that the product posed a serious risk that if the magnets were ingested, they could cause a block in the intestine. Copy of the product safety alert linking to the recall notice is provided in appendix 4. • Non‑compliant imported construction products – this case was referred to the team from the National Ports and Borders team and involved a North Lanarkshire importer of incorrectly labelled plastic flooring. The product lacked the required Declaration of Performance and associated technical documentation. Following engagement, the importer agreed not to place the product on the market and arranged for the goods to be destroyed. Page 10 of 228
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• Children’s nightlight – A complaint was received that a child appealing Pokémon Pikachu night light, bought from an online marketplace, was found to have an easily accessible button battery compartment. If a child accesses and ingests a button battery, it can cause life threatening internal burns within hours and this harm has been linked to severe injuries and child fatalities in the UK, including in North Lanarkshire. Our investigation resulted in the product being withdrawn from the market and consumers informed. Copy of the product safety alert linking to the recall notice is provided appendix 5. • Costume Jewellery project – Officers identified unsafe costume jewellery products in two national retailers and one local retailer. Voluntary sign over for destruction was obtained from the local retailer and the information on the national retailer failures was passed to the relevant Primary Authority for appropriate action to remove the risk to consumers. • Tanning Accelerators and Teeth Whiteners Project. 6 businesses were inspected, with 24 cosmetic products assessed for compliance. Varying levels of compliance were identified, with one business referred to its Home Authority for support and one ongoing investigation relating to the safety of products suspected of containing hydrogen peroxide above legal (safe) limits. • Electrical Chargers Project. Across 20 premises, 58 chargers were inspected, with two found to be non-compliant. Although compliance levels were generally good, issues with documentation and marking highlight the need for continued monitoring and business engagement. • Second-hand goods project - Officers inspected more than 1,000 items across local retailers, identifying non-compliant electrical goods, toys and clothing. This included PAT test failures on electrical goods, toys with no evidence of compliance, and children’s clothing with hazardous cords. 1 retailer removed 20 second-hand TVs from sale following advice. The project revealed that most retailers were unaware of their product recall obligations or relevant safety standards, underlining the importance of continued business education and market surveillance. 2.11 As illustrated above, our community education initiatives have highlighted that many consumers assume products must be safe if they are available to buy. Enforcement activity clearly demonstrates that this is not always the case, particularly with the rise in online shopping where regulatory oversight is limited. Strengthening and expanding consumer safety and education is therefore essential to better protect residents and ensure communities are equipped to identify unsafe or non-compliant products. 3. Measures of success 3.1 This ongoing regulatory advice, enforcement and educational activity strengthened consumer product safety awareness among online sellers and led to positive changes in trading practices. 3.2 The footfall at each public event and feedback sought through a questionnaire was monitored after each event to identify any areas that required to be modified to meet our objectives. Page 11 of 228
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3.3 14 consumer product safety events were delivered in areas with child poverty rates of between 26% and 33% which is above the Scottish average of 24%1. The average rating of knowledge of high-risk hazards before attending the awareness event was at an average of 6.69 out of 10. After engaging with our consumer education initiative, confidence in identifying unsafe second-hand goods rose to an average of 8.88 out of 10. A total of 98% of participants reported maintained or improved confidence. 75% of participants showed a measurable increase in their knowledge of consumer product safety issues.  3.3 Our enforcement interventions led to more than 56 product lines and tens of thousands of unsafe products being withdrawn from the market. 4. Supporting documentation Appendix 1 – Second-Hand Goods Education Initiative Appendix 2 – Events attended during the Second-Hand Goods Education Initiative (and indicative footfall at stalls) Appendix 3 – Product Safety Amnesty Poster Appendix 4 – Product Safety Report, Building Blocks Appendix 5 – Product Safety Report, children’s night light Lyall Rennie Chief Officer (Community Operations) 1 North Lanarkshire Local Child Poverty Action Report 2023-2024 Page 12 of 228
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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 13 of 228
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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? The report contains links to the council website containing short awareness raising clips, information shared through the council’s social media platforms and a request for support of any future communications on product safety initiatives. 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). These initiatives support the safety and wellbeing of children by raising awareness of known product risks and preventing harm within households. As the report does not introduce new policy or service decisions affecting children or young people, a formal Children’s Rights and Wellbeing Impact Assessment is not required. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 14 of 228
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Appendix 1 – Second-Hand Goods Education Initiative Page 15 of 228
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Appendix 2 - Events attended during the Second-Hand Goods Education Initiative (and indicative footfall at stalls) Event Area Date Footfall Too Good to Throw Wishaw 30 August 2025 250 Car Boot Sale Bellshill 20 September 2025 200 Jack n Jill Baby Market Ravenscraig 13 August 2025 250 Coatbridge College Coatbridge 10 November 2025 150 Food Bank Airdrie 14 November 2025 30 Food Bank Wishaw 25 November 2025 60 Cumbernauld College, Foodbank Cumbernauld 10 November 2025 150 Christmas Fayre Airdrie 6 December 2025 250 Foodbank/Christmas Fayre Wishaw 16 December 2025 200 Buchanan Centre Coatbridge 2 February 2026 100 Bellshill Cultural Centre Bellshill 29 January 2026 150 Antonine Centre Cumbernauld 3 March 110 Forgewood Housing Co-Operative Motherwell 30 March 2026 TBC Foodbank Motherwell 2 April 2026 TBC Total footfall to date – 1,900 Page 16 of 228
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Appendix 3 – Product Safety Amnesty poster Page 17 of 228
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Appendix 4 – Product Safety Report, Building Blocks Page 18 of 228
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Appendix 5 – Product Safety Report, children’s night light Page 19 of 228
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North Lanarkshire Council Report Environment & Climate Change Committee Does this report require to be approved? ☒ Yes ☐ No Ref SW/LR Date 29/04/26 Development of an Action Plan for Graffiti From Lyall Rennie, Chief Officer (Community Operations) E-mail renniely@northlan.gov.uk Executive Summary Graffiti is increasingly visible across North Lanarkshire’s road network, particularly on street furniture maintained by Community Operations and control cabinets owned by public utility companies. This form of vandalism contributes to public safety concerns and a perception of neglect in local communities. North Lanarkshire Council currently manages graffiti removal on its own assets, prioritising removal of offensive content, but does not oversee or coordinate with other responsible organisations. This initiative aims to enhance accountability and responsiveness of public utilities with regards to graffiti removal. Recommendations It is recommended that the Environment and Climate Change Committee: (1) Approve the establishment of a multi‑agency officer working group to address graffiti across North Lanarkshire; and (2) Approves the proposal to write to relevant organisations including Police Scotland, statutory undertakers, neighbouring local authorities, Motherwell Football Club, Glasgow Celtic Football Club and Glasgow Rangers Football Club to seek support. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (17) Ensure we keep our environment clean, safe, and attractive Programme of Work Transforming Places Page 21 of 228
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1. Background 1.1 Graffiti is a form of vandalism that damages property, causes public safety issues and can result in a sense of neglect. It negatively impacts local neighbourhoods by making public spaces appear unsafe. 1.2 The Council is responsible for removing graffiti from Council owned buildings and property. Removal of graffiti from other buildings and property is the responsibility of the property owners. 1.3 The Council has the power to take enforcement action against perpetrators of graffiti where there is enough evidence to do so under the Antisocial Behaviour etc. (Scotland) Act 2004. 2. Report 2.1 Community Operations has an established procedure for removing graffiti from Council owned buildings and assets, with response times determined by whether the graffiti is classified as offensive or non-offensive. 2.2 The Service responds to reports submitted via the Customer Hub or the Council’s website. At present, only graffiti affecting North Lanarkshire Council–owned property is recorded within our asset management systems and subsequently actioned. In addition, Community Operations deploy crews who proactively identify, report, and remove graffiti on Council-owned land and assets. These proactive interventions are also captured within the figures presented in Table 1 below. 2.3 Customers reporting graffiti on private property and control cabinets owned by public utilities are advised to contact the relevant owner directly. These reports are not recorded by the Council and therefore we do not hold data on the scale of graffiti affecting private assets. 2.4 The numbers of graffiti related reports to the Council is shown in Table 1 below. A further 238 calls were received for graffiti on assets that were not maintained by the Council. Table 1 – Numbers of Enquiries in Relation to Graffiti Year Offensive Racist Sectarian Other Total 2023 227 26 144 641 1038 2024 384 49 193 495 1121 2025 277 108 196 583 1164 2026 1st Quarter 54 11 105 140 310 2.5 Emerging anecdotal evidence indicates a noticeable rise in sectarian and football‑related graffiti, likely linked to the unusually competitive nature of the current Premier League season. A significant number of images are now circulating that document this increase. This type of graffiti has a negative impact on local communities, contributing to a sense of division, reducing feelings of safety and undermining the overall appearance of neighbourhoods. 2.6 Simply cleaning graffiti each time it is reported does not address the underlying behaviours that cause repeat incidents, particularly where markings are intended to Page 22 of 228
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provoke tensions. These types of graffiti often reappear quickly after removal, creating a cycle of reactive work that absorbs significant staff time without achieving a lasting improvement in the local environment. While prompt removal is important, it does not deter individuals who are motivated by rivalry, territory-marking, or the desire for visibility. Without a wider approach including prevention and community engagement, enforcement the problem simply resurfaces. 2.7 The financial and operational implications of this cycle are substantial. Each call-out requires staff, vehicles, cleaning materials and, in some cases, specialist equipment or protective coatings. Over time, repeated visits to the same locations place pressure on already limited resources and divert crews away from other essential maintenance tasks. This reactive model is not sustainable, especially as costs continue to rise. A more strategic and proactive approach is therefore necessary to reduce recurrence and ensure that resources are used efficiently. Other Private Property 2.8 North Lanarkshire Council does not routinely remove graffiti from privately owned property. This is because undertaking such work could expose the Council to the risk of causing accidental damage to the property during the removal process. As liability for any such damage would rest with the Council, it is not considered appropriate to carry out graffiti removal on property that is not under Council ownership or control. Property owners are therefore responsible for arranging the removal of graffiti from their own premises. Public Utility Apparatus 2.9 The level of graffiti and in particular ‘tagging’ on street furniture appears to be increasing significantly. This activity is visible on street furniture and particularly control cabinets, the majority of which are owned and managed by public utility companies (water, gas, electricity, telecoms). 2.10 Public utility companies (e.g., water, gas, electricity, telecoms) have statutory rights under the New Roads and the Street Works Act 1991 to place, inspect, maintain, adjust, repair, alter, change position or renew apparatus within the Public Road network. 2.11 The Transport (Scotland) Acts of 2005 and 2019, form the primary legislation governing the rights of statutory undertakers in Scotland. Although this legislation covers the safety and maintenance of apparatus and the road structure, it does not place any duty on utilities to remove graffiti. 2.12 Roads authorities are responsible for ensuring the safety of the road network through routine, planned inspections. These inspections do not include recording or reporting graffiti. Most utilities do not carry out scheduled inspections of the visual condition of their own apparatus. 2.13 The Service met with major utility providers in 2024 following concerns about widespread graffiti on control cabinets. Utilities confirmed they have procedures to respond to reports of offensive graffiti when notified. Many control cabinets appear similar and lack identifying information, making ownership difficult to determine. Guidance is provided on the Council website to assist customers in identifying the responsible utility. 2.14 Feedback indicates that graffiti is not being removed consistently, although the Service cannot confirm whether residents are reporting incidents to utilities. A review of practice Page 23 of 228
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in other Scottish authorities indicates that utilities generally respond to graffiti reports promptly and reasonably. 2.15 Many of the utility control cabinets contain expensive technology that supports the provision of key services to local communities and businesses. Some cabinets have vents to prevent the technology overheating. Hence there may be a significant risk of damage if this Service were to undertake to remove such graffiti. Legislation 2.16 The Antisocial Behaviour etc. (Scotland) Act 2004 (the 2004 Act), empowers local authorities to serve a ‘graffiti removal notice’ on a person responsible for a relevant surface in that local authority’s area where that surface has been defaced by graffiti and that graffiti is either offensive or detrimental to the amenity of the locality requiring them to remove the graffiti within a specified time of at least 28 days. 2.17 The legislation also allows that where a person fails to comply with a graffiti removal notice, the local authority may remove the graffiti from the property themselves, may enter any land reasonably necessary for that purpose and may recover any costs incurred in doing so from the person on whom the graffiti removal notice was served. Action 2.18 Community Operations aims to establish a coordinated, multiagency approach that brings together Police Scotland, public utility providers, community organisations, education partners and the Council. This partnership would focus on tackling the issue through a balanced programme of education and enforcement. 2.19 Delivering this approach will require support from colleagues across Communications, Education, the Community Partnership Team and other relevant services to ensure full coordination and consistency. 2.20 In light of the current challenges, the Service proposes to engage directly with Motherwell Football Club, Celtic Football Club and Rangers Football Club to seek their cooperation and support. 2.21 North Lanarkshire will continue to respond to reports of graffiti on Council‑owned assets. A proactive approach will be adopted to address tagging on street‑lighting control cabinets, setting a positive example. 2.22 Rising levels of graffiti are not unique to North Lanarkshire and are regularly encountered across many communities throughout the West of Scotland. Sectarian and football‑related markings are part of a wider regional issue, and their persistence highlights the need for a collaborative response rather than isolated local action. For this reason, we intend to explore opportunities to work with neighbouring local authorities to share good practice, coordinate approaches, and develop joint strategies that can more effectively deter repeat incidents and reduce the resources required to address them. 3. Measures of success 3.1 The Service can ensure that reports of graffiti are reported to the correct organisation and the visual appearance of street furniture and subsequently our communities. Page 24 of 228
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3.2 Development of a coordinated, multi‑agency approach to address this issue through a combination of education and enforcement. 4. Supporting documentation N/A Lyall Rennie Chief Officer (Community Operations) Page 25 of 228
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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 26 of 228
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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 27 of 228
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North Lanarkshire Council Report Environment and Climate Change Committee Does this report require to be approved? ☐ Yes ☒ No Ref LR/VA/HA Date 29/04/26 Dumbreck Local Nature Reserve: Bringing Life to Heritage From Lyall Rennie – Chief Officer, Community Operations E-mail renniely@northlan.gov.uk Executive Summary The purpose of this report is to provide committee with an overview of the successful completion of phase 2 of the Dumbreck & Garrell Burn Project. The report provides a summary of works delivered on site, community participation, and the future of the site. In order to satisfy the terms of the National Heritage Lottery Fund grant, five approved purposes and outcomes were identified for delivery during the project. • Recruit a project officer. • Recruit 25 community volunteers from a range of backgrounds and provide appropriate conservation training. • Support the establishment of a volunteer conservation management group for the nature reserve. • Engage the community through a series of events, training workshops, and oral history interviews. • Consult with the community to inform the design of interpretation and sculpture. All purposes and outcomes were achieved, with the grant successfully claimed on time. Recommendations It is recommended that the Environment and Climate Change Committee: (1) Acknowledge the success of the project. (2) Consider the legacy of the project through the continued work of the conservation volunteer group. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (15) Encourage the health and wellbeing of people through a range of social, cultural, and leisure activities Programme of Work Sustainable Futures Page 29 of 228
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1. Background 1.1 Dumbreck Marsh Local Nature Reserve is an area of open countryside covering an area of approximately 72 hectares with the Garrell Burn running through it, the LNR is located in the centre of Kilsyth, North Lanarkshire. 1.2 The previously industrialised brownfield site was awarded funding through the Water Environment Fund (WEF), and North Lanarkshire Council (NLC) and in 2022, in partnership with Scottish Environment Agency (SEPA) and the Centre for River Restoration phase 1 of the site transformation was completed. Full details on the enhancements that took place were reported to the Environment & Place Committee in August 2022 1.3 Building on the success of phase 1, Community Greenspace applied for and gained funding (£110,255) from the National Lottery Heritage Fund (NLHF) to undertake phase 2 between April 2023 and November 2025, which focused on community engagement and involvement. Transformation of the site continued, and Dumbreck now provides a destination to attract more visitors to a high quality greenspace, rich in stories of its history and providing a haven for its wildlife. 2. Report 2.1 Historically the land at Dumbreck was used for farming and to a lesser extent weaving. However, the main activities on the land in the mid / late 20th century were linked to mining. Old mineral railways lines, bing mounds, coke and coal waste and alterations to the water channel were evident across the whole site. 2.2 Following the closure of the colliery the site was abandoned and left to nature. Owing to its unique environment with its variety of habitats including large areas of grasslands, woodlands, running water and ponds, the site was recognised for its local importance and was designated as a Local Nature Reserve (LNR) in 1996 for its valuable wetland habitats. 2.3 Phase 2 of the project identified 3 main themes: Environment, Heritage, and Community. A series of interlinked projects were developed to continue improvements to the environment and to inform residents about the heritage of the site. Delivery of all the initiatives relied upon involvement, engagement, and participation of the local community. Environment 2.4 Dumbreck Marsh LNR is a unique and special place with the marsh habitat playing a key feature, providing natural water retention properties during flooding conditions. Marshes are wetland habitats with water saturated soil and emergent vegetation like grasses and reeds and are highly productive ecosystems that provide habitats for a variety of wildlife and birds. 2.5 Dumbreck has a mosaic network of habitats across the site from the marsh vegetated areas, the water environments, forest & woodland sites along with species rich meadows. Page 30 of 228
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2.6 To maintain these valuable habitats and encourage species diversity requires ongoing active management. Woodland, grassland and general reserve management projects were identified for the conservation group to undertake. Hedgerows of Alder, Willow, Hawthorn, Hazel, Dogwood and Blackthorn were planted across the site and coppicing and thinning practices were undertaken. The open grassland had been naturally colonised by Broom which was taking water from the ground and degrading the habitat. Hand removal of Broom and planting of native wildflowers including Cowslip, Bluebells, Snowdrops, Daffodils, Wood Anemone, Primrose, Lesser Celandine and Marsh Violet was completed during 2025. 2.7 The water environment was given a further boost by the removal of culverts. Allowing free movement of water will keep the marsh wetted and improve this threatened habitat for the future. 2.8 Some specific habitat improvements (wetland scrapes and replenishing the sand martin wall) were carried out to benefit particular species including Sand Martin and Lapwing. Heritage 2.9 Dumbreck Marsh is practically unrecognisable from what the site looked like 50+ years ago. The cultural and natural heritage at Dumbreck is everywhere in the landscape although knowledge of its history was not widely known. 2.10 An intergenerational initiative working with younger residents from local schools and groups, together with older residents, captured memories, stories of the site in the past and also heard about local people’s current experiences of the site and what they hope it will be like in the future. Working with a small production company, a short film called Bringing History to Life at Dumbreck – Past, Present & Future was created and can be viewed here. https://vimeo.com/1157237916?share=copy&fl=sv&fe=ci 2.11 During the making of the film a huge amount of research materials were accumulated about the site. The company were also simultaneously working on another local project and brought to our attention work on the Eco-Museum of Scottish Mining Landscapes which is a comprehensive archive of mining heritage across the central belt of Scotland. Our funders allowed us to expand the original remit of our project to develop a physical and virtual heritage trail using the research materials to create interpretation lecterns and also to upload the virtual trail to the Eco-Museum of Scottish Mining Landscape site. Mining Landscapes. Examples of the interpretation lecterns have been included in appendix 2. Community Involvement 2.12 One of the main elements of the community theme was the creation of a bespoke art work to celebrate the successful return of Salmon to the Garrell Burn, which was made possible by the first phase of the Dumbreck & Garrell project. 2.13 Working with a small company who have previously worked in the local area; outdoor sessions with children from local primary schools and the high school were arranged, along with evening sessions with the guides and scouts. Their drawing, collage pictures, and Cyanotype printing artwork informed the design of the Salmon Sculpture. 2.14 The Salmon Sculpture comprises 8 individual Corten Steel panels. Each one is unique and includes elements of the landscape, plants, animals, birds, fish, and macroinvertebrate life found in the burn. Page 31 of 228
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2.15 A further output of this community theme was the formation of the Conservation Group. Set up during the early stages of the project with a few individuals, the number of volunteers continued to grow throughout the project and is now a healthy group of 12. Originally the group received Project Officer support but is now aligned under the Kilsyth Community Council and continue to meet fortnightly. 2.16 The Conservation Group volunteers have also taken part in several workshops and training sessions. They have learned about Riverfly monitoring, Dragonfly and Damselfly survey techniques and have gained woodworking skills and been trained in the use of mini diggers, strimmer equipment, invasive species control and removal methods. The group are hugely important as they are well equipped and skilled to continue to take on general habitat and species conservation management tasks on site. 2.17 The continued work being carried out by the Conservation Group provides ongoing maintenance on site. It also provides opportunities for local people to volunteer and give back to their community fostering a sense of pride in their area and benefiting from having a high quality greenspace on their doorstep. Over the whole project there was just under 500 hrs of volunteer participation on site. 2.18 During the project students and their support workers from New College Lanarkshire were also welcomed to the site. The students are attending college to help them with gaining employment and volunteering outside is an important part of their course. Many of the students were not familiar with using hand tools, working outside, or carrying out any practical conservation activities but they learned new skills including painting, sanding down wood, clearing vegetation, using hand tools and also hedgerow planting. Under the supervision and guidance of the Project Officer the students visibly grew in confidence and capability. 2.19 Throughout the project the local community were offered many opportunities to be involved through practical tasks, events and volunteering. Through direct feedback it was highlighted that visitors needed resting places and would appreciate repairs and path works to be delivered, which has subsequently been implemented. 2.20 Encouraging visitors to the town was also important and as a result 4 large signs were installed at key entrance points to the site. These standardised signs make it easy to navigate around the site; each one has a ‘You Are Here’ starting point depending on where you enter. A printed leaflet was also designed for visitors to the site to enable clear wayfinding. 2.21 To complement the new signs, a stonemason also created two beautiful stone walls at the Garrell Road and Gavell Road entrances. 3. Measures of success 3.1 The Countryside Ranger Service will continue to monitor this site’s important habitats and species through regular site stewardship visits. 3.2 Volunteer hours will continue to be included in the service KPIs. Page 32 of 228
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4. Supporting documentation 4.1 Appendix 1 - Environment theme pictures 4.2 Appendix 2 - Heritage theme pictures 4.3 Appendix 3 - Community theme pictures Lyall Rennie Chief Officer, Community Operations Page 33 of 228
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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 ☒ Adopting the reviewed Core Paths Plan will ensure the council continues to fulfil its statutory duties under the Land Reform (Scotland) Act 2023. 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 ☐ Page 34 of 228
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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? There has been a positive environmental impact through improving habitats, building nature networks and preserving the path network to offer the opportunity for active travel choices. 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 ☒ 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). Page 35 of 228
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If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 36 of 228
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Appendix 1 – Images of the Environment Theme Page 37 of 228
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Appendix 2 – Images of the Heritage Theme Page 38 of 228
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Appendix 3 – Images of the Community Theme Page 39 of 228
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North Lanarkshire Council Report Environment & Climate Change Does this report require to be approved? ☐ Yes ☒ No Ref LR/HL Date 29/04/26 Redevelopment of Colzium House, Kilsyth From Lyall Rennie, Chief Officer (Community Operations) E-mail liddleh@northlan.gov.uk Executive Summary This report provides an update on work recently undertaken to begin redevelopment of Colzium House, outlining future plans, stakeholder engagement and potential funding options for further consideration. Recommendations It is recommended that the Environment and Climate Change Committee: 1) Acknowledge the work undertaken to date at Colzium House, Kilsyth and future development plans. 2) Otherwise, acknowledge the contents of the report. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (16) Transform our natural environment to support wellbeing and inward investment and enhance it for current and future generations Programme of Work Statutory / corporate / service requirement Page 41 of 228
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1. Background 1.1 Colzium House sits within the Colzium Lennox Estate on the northeast edge of Kilsyth. Its history spans centuries, from medieval land grants to Jacobite upheaval and modern community use. Colzium House is a category B listed building which sits within wider estates featuring gardens, woodland walks, the Clock Theatre café, the castle ruins, and historic landscape elements. 1.2 Previously operated as a community facility, Colzium has been used as a wedding venue and meeting space for local groups. Over lockdown and subsequently, wedding bookings have reduced. The Friends of Colzium are a volunteer group associated with Colzium House and Estate in Kilsyth, whose primary role is to support public engagement with the site’s history and heritage. They continue to make use of the house and gardens. 1.3 In 2024, the management of Colzium House transferred from Community Facilities to Active & Creative Communities. This report outlines the work undertaken to date and with the recent approval of £820,000 in capital funding for 2026/27, gives an overview of our plans for further development. 2. Report Phase One 2.1 Phase one of the restoration was supported by capital funds held by Active & Creative Communities. This included restoration of the main Ground Floor Function Rooms and the Courtyard - both now successfully complete and open for use. These works have removed outdated additions to reveal the building's authentic historic character, creating a sophisticated environment for local community groups, clubs, weddings and corporate events and meetings. Works undertaken include: ● Ceiling Restoration: Dated finishes, including Artex, were removed and replaced with smooth, traditional plasterwork to restore original ceiling profiles. ● Ornamental Plasterwork: New decorative ceiling roses and matching period cornices were professionally installed to reinstate the rooms' original elegance. ● Heritage Wall Treatments: The rooms now feature custom timber wall panelling and high-quality artistic wallpapers to provide a premier and elegant setting. ● Fireplace Conservation: Original fireplaces were uncovered and restored, with the addition of period-style corbel details and decorative tiling as focal points. ● Courtyard Improvements: The courtyard was transformed from a neglected space into a safe, versatile outdoor asset with new composite decking and lighting. 2.2 The total investment to date is £125,000. This expenditure has successfully returned the primary Function Rooms and Courtyard to high-quality use, providing a significant return in terms of building preservation and community value. We have also worked with colleagues to install public WIFI throughout the venue. Page 42 of 228
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Phase Two 2.3 With new capital funding secured, phase two of the project will focus on making the building fully accessible and restoring key hospitality facilities. These phases are designed to protect the building’s historic value while maximising commercial opportunities and community access. Scheduled to begin in September 2026, this focuses on the main entrance and guest suites to solidify the building's position as a premier wedding and event destination. ● Reception and Entrance: Woodwork will be restored and a new solid Douglas Fir entrance door installed featuring a bespoke etched ‘peacock’ design to provide a grand arrival for guests. ● Bridal Suite: Will be finished with premium Muraspec Carmen wallcoverings and durable Axminster carpeting to meet the standards of a high-end venue. ● Improved Access: The ground floor corridor will be updated with two new doors leading to the courtyard to improve guest circulation during large events. Page 43 of 228
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● Community Gallery: Corridor walls will be converted into a dedicated exhibition space, providing a platform for local community art and photography groups. Phase Three 2.4 Phase Three is Perhaps the largest and most challenging part of all the phases, this structural project will bring back the grand scale of the main event and hospitality space, making it incredibly versatile to host large-scale community meetings and civic events. ● Revealing the original roof structure: Modern grid ceilings will be removed to expose the original roof structure, supported by new structural Oak beams. ● Grand Lighting: The hall will feature three large, tiered ring chandeliers and modern architectural lighting to create a flagship space for weddings and other events. Phase Four 2.5 Phase Four will be the last to be delivered as it will be subject to available funding. It will set out to create a high-end social and hospitality events space to provide a new source of income for the house, ensuring its long-term viability as a community asset. • Hospitality Features: A professional bar with illuminated displays and curved mirrors will be installed to support commercial event opportunities. • Premium Materials: The bar will use high-quality stone and walnut finishes to ensure durability for frequent community and private use. Phase Five 2.6 Phase 5 represents a major capital commitment to making Colzium House inclusive for everyone, particularly local clubs, schools and visitors with mobility requirements. Page 44 of 228
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This phase will create a new, purpose-built museum area by converting the old adjoining, currently derelict, flat into a high-specification cultural space. 2.7 The conversion of the old flat will see the space converted into new museum provision is an important offering that will properly showcase the history of Kilsyth. It will feature the ability to display key artifacts and offer educational storytelling regarding significant local events, such as the Battle of Kilsyth. ● Improved Access: A new accessible ramp will be built from the upper carpark to ensure barrier-free access, inviting more people to explore the estate's heritage. This new, dedicated separate entrance will be created for the first floor to serve the museum and also the house for the community and school groups more effectively. ● Educational Display: The area will be reconfigured with new display plinths and shallow-framed panels designed to narrate Kilsyth’s history including the events of the Battle of Kilsyth. 2.8 In recognition of the recent council funding provision of £820,000 to support plans as outlined, the council is also exploring opportunities for external funding. We recognise that further funding will be required to achieve all plans as outlined. Linking with ongoing projects in Airdrie and Summerlee, the council has strong relationships with both Historic Environment Scotland and the Heritage Lottery Fund. We are now in initial stages of discussion about potential opportunities which may provide opportunity to protect, enhance and promote our historic environment. 2.9 Finally, in continuing to make improvements within the House, we have been engaging with community representatives, most notably the Friends of Colzium. The group continue to undertake environmental clean ups throughout the estate and are keen to work with the council as redevelopment continues. 3. Measures of success 3.1 Restoration of a key historical venue, repurposing the facility for future generations. 4. Supporting documentation N/A Lyall Rennie Chief Officer (Community Operations) Page 45 of 228
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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? We continue to manage all budgets to ensure we are able to support ongoing works. We are exploring additional external funding opportunities. 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 ☒ Page 46 of 228
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If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 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 47 of 228
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North Lanarkshire Council Report Environment & Climate Change Does this report require to be approved? ☒ Yes ☐ No Ref JMcE / LR Date 29/04/26 Fleet Asset Management Plan 2026 – 2035 From Lyall Rennie, Chief Officer (Community Operations) E-mail renniely@northlan.gov.uk Executive Summary The Fleet Asset Management Plan (FAMP) sets out how the Council manages its vehicle and plant assets to support delivery of the Council’s Ambition Programme 2026–2035 and seeks Committee approval for its adoption. The Plan provides an overview of the management of the fleet asset base and demonstrates how it is aligned with the Council’s strategic objectives, ensuring that fleet assets are effectively planned, maintained, and renewed to meet both current operational needs and future service requirements in a sustainable and cost-effective manner. Recommendations It is recommended that the Environment & Climate Change Committee: (1) Approve the Fleet Asset Management Plan. The Plan for North Lanarkshire Priority All priorities Ambition statement (22) Facilitate a North Lanarkshire wide approach to asset rationalisation, including with communities and partners Programme of Work Sustainable Futures Page 49 of 228
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1. Background 1.1 The Council is committed to the preparation of a Fleet Asset Management Plan that establishes a consistent and strategic approach to asset management across the organisation. Aligning with the Plan for North Lanarkshire and the Corporate Asset Management Plant, the Plan ensures that investment in assets, is planned, prioritised, and delivered in line with the Council’s longer term objectives and five-year Capital Investment Programme. 2. Report 2.1 The overall aim of Fleet Asset Management Plan is to maintain and improve the condition suitability and utilisation of assets in terms of service delivery and best value. 2.2 The FAMP details the strategic objectives and how we manage our asset base and ensure our Fleet assets meet current and future operational needs and aspirations of the Council. 2.3 A key focus of current targets is the decarbonisation of the fleet, which is one of the largest contributors to emissions. This includes promoting the uptake of alternatively fuelled vehicles and developing the necessary infrastructure to support their use. 2.4 This is an opportunity for NLC Fleet Services to promote innovation whilst challenging existing practices to improve fleet utilisation. Within such a high profile, highly technical and heavily regulated area, it is forecast that several alterations to current practice will become evident over the next five years. These areas may be driven by operational practices, central government initiatives, good practice, legislation, or environmental concerns. 3. Measures of success 3.1 Fleet KPI success. 3.2 Fleet Vehicle Replacement Program spend. 3.3 Maintaining highly trained and qualified workforce capable of meeting the challenges of innovative and emerging technologies. 4. Supporting documentation Appendix 1 Fleet Asset Management Plan Lyall Rennie Chief Officer (Community Operations) Page 50 of 228
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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? Capital VRP budget in place and will be aligned to this project 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 ☒ Page 51 of 228
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If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Aligned to Scottish government climate change policy 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 52 of 228
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N FLEET ASSET MANAGEMENT PLAN – 2026 TO 2035 Page 53 of 228
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Fleet Asset Management Plan – 2026 to 2035 2 Document control Title Fleet Asset Management Plan Owner John McElhinney Contact McElhinneyJ@northlan.gov.uk Governance Group Finance and Resources Author John McElhinney Contact McElhinneyJ@northlan.gov.uk Revision History Number Originator Date Review Commenced Revision description/record of change Document Approvals Number Governance Group Date approval granted Date approval to be requested (if document still draft) 01 Finance and Resources Consultation Record (for most recent update) Status of document consulted upon Stakeholders consulted/date Strategic Alignment Next review date Review Date Page 54 of 228
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Fleet Asset Management Plan – 2026 to 2035 3 Contents Executive Summary ............................................................................................................................... 5 North Lanarkshire 5 Strategic Priorities ............................................................................................... 6 Introduction .......................................................................................................................................... 7 Corporate Fleet Management .............................................................................................................. 7 Current Fleet ......................................................................................................................................... 7 Current Fleet Vehicle Types .................................................................................................................. 8 Maintenance of Fleet ............................................................................................................................ 8 Workshop Vehicle Frequency ............................................................................................................... 8 Workshop Staffing ................................................................................................................................ 9 Corporate Objectives for Fleet............................................................................................................ 10 Aims for Fleet ...................................................................................................................................... 10 Operator Licence Undertakings .......................................................................................................... 11 Carbon Emission Reduction ................................................................................................................ 12 Fleet Performance .............................................................................................................................. 13 Page 55 of 228
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Fleet Asset Management Plan – 2026 to 2035 4 Fleet Performance Systems ................................................................................................................ 14 Future Fleet Governance and Structure ............................................................................................. 15 Ownership of Fleet Asset Management Plan ..................................................................................... 16 Operational Challenges ....................................................................................................................... 17 Procurement ....................................................................................................................................... 17 Future needs and Challenges .............................................................................................................. 18 Page 56 of 228
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Fleet Asset Management Plan – 2026 to 2035 5 Executive Summary The Fleet Asset Management Plan (FAMP) covers the period 2026–2035 and sets out the policy framework for managing the Council’s fleet. It provides an overview of the scope, purpose, and current activities of our fleet operations, while identifying future actions and potential risks. The plan supports the delivery of a well-managed, environmentally responsible fleet that meets operational needs both now and in the future. The plan is fully aligned with the overarching North Lanarkshire Council Plan, ensuring a clear connection to the council’s strategic aims, objectives, and priority outcomes. aligned with the overarching North Lanarkshire Council Plan which in turn is aligned to council aim, objectives and delivery of priorities. Page 57 of 228
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Fleet Asset Management Plan – 2026 to 2035 6 North Lanarkshire - 5 Strategic Priorities This Asset Management Plan delivers benefits across all 5 strategic Priorities: 1. Improve economic opportunities and outcomes 2. Support all children and young people to realise their full potential 3. Improve the health and wellbeing of our communities 4. Enhance participation, capacity and empowerment across our communities 5. Improve North Lanarkshire’s resource base Page 58 of 228
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Fleet Asset Management Plan – 2026 to 2035 7 Introduction The Fleet Asset Management Plan (FAMP) forms part of a suite of strategic documents that collectively define, guide, and enhance the management of the Council’s assets. Developed in alignment with the Council’s Corporate Plan, it outlines North Lanarkshire’s aims and objectives for our fleet assets, ensuring they are managed effectively, efficiently, and in a way that supports the delivery of high‑quality services. Corporate Fleet Management The corporate management of the Council’s fleet asset portfolio plays a critical role in supporting the Council’s Transformation Agenda and will encompass the following areas: 1. Providing oversight of day‑to‑day fleet operations, including the maintenance and repair of existing fleet assets 2. Strengthening investment decision‑making to ensure fleet developments align with the Council’s wider strategic objectives 3. Procuring new fleet assets that are appropriately specified, well‑designed, and fully aligned with service requirements 4. Reducing overall cost and risk through effective planning, governance, and operational control 5. Identifying surplus fleet assets and managing their disposal in a timely and efficient manner 6. Ensuring effective management of fleet‑related leases, licences, and associated contractual arrangements 7. Maximising the utilisation, efficiency, and effectiveness of the Council’s fleet assets across all departments Page 59 of 228
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Fleet Asset Management Plan – 2026 to 2035 8 Our Current Fleet North Lanarkshire Council’s fleet currently comprises of 703 core vehicles, representing a substantial operational asset that supports the delivery of essential Council services. Effective management of this fleet is vital to ensuring legal compliance, service reliability, and the long-term sustainability of the asset base. The primary service users include: 1. Land and Waste – Recycling and refuse collection vehicles, street‑cleansing and sweeping equipment, specialist loading and lifting equipment, light and heavy commercial vans, grass‑cutting machinery, and tractors 2. Education Transport – Vehicles used for the transportation of ASN and mainstream pupils to and from school 3. Education & Families – Justice Services vehicles and CCTV units 4. Environment & Infrastructure – Vehicles supporting Country Park Rangers, Housing, Environmental Health, and a range of light commercial and specialist operational requirements 5. Health & Social Care Partnership (HSCP) – Fleet cars, vehicles used for home support, day and resource centres Fleet Vehicle Types 1. Heavy Goods Vehicles (HGVS) 2. PSV (Passenger Transport Vehicles) 3. Light Commercial Vehicles (Cars, Vans, People Carriers) 4. Precinct Sweepers 5. Pick Up 4X4s 6. Tractors Page 60 of 228
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Fleet Asset Management Plan – 2026 to 2035 9 Maintenance of Fleet All fleet servicing and maintenance is carried out in-house within the vehicle workshop. The workshop undertakes a range of essential regulatory duties on behalf of the Council’s fleet users and is also responsible for conducting taxi compliance tests for all NLC-licensed approved taxi operators. Workshop Vehicle Frequency 1. Heavy Goods Vehicles: Serviced 4-6 Weekly 2. Buses & Street Cleaning Vehicles: Serviced 8 Weekly 3. Light Commercial Vehicles and Plant: Serviced 6 Monthly. Workshop Staffing The effective operation of a vehicle workshop and plant/groundcare service depends on a well-structured and appropriately skilled staffing model that underpins safety, reliability, and operational efficiency across all fleet activities. Vehicle workshop staffing typically comprises qualified vehicle technicians, MOT testers, apprentices, parts specialists, and Inspectors. Together, these roles support diagnostic activities, repairs, planned preventative maintenance, statutory inspections, compliance monitoring, and accurate record keeping, ensuring vehicles consistently meet roadworthiness and legal standards. The plant and groundcare workshop complement the fleet workshop and operates through specialist technicians trained in the maintenance and repair of agricultural, horticultural, and cemetery-related equipment. This includes mowers, tractors, small plant, and seasonal or specialist machinery essential to frontline service delivery. Strong cohesion between the vehicle workshop and plant/groundcare teams is essential to maintaining high levels of asset availability throughout the year. Effective collaboration reduces downtime, enhances workforce and resource planning, and ensures statutory compliance and safety obligations are met consistently. This is particularly critical where fleet and equipment reliability underpin essential frontline delivery and public-facing services. Page 61 of 228
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Fleet Asset Management Plan – 2026 to 2035 10 Job Title Staff Numbers Business Manager (Fleet) 1 Service Delivery Manager 1 Workshop Co – Ordinator 1 Fleet Inspector 2 Fleet Technician 14 Workshop Assistant 3 Apprentice 2 Vehicle Wash Operative 1 Inspector (Ground Maintenance) 1 Technician (Ground Maintenance) 2 Page 62 of 228
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Fleet Asset Management Plan – 2026 to 2035 11 Corporate Objectives for Fleet The primary role of Fleet Services is to ensure that North Lanarkshire Council’s operational teams have access to safe, reliable, and fit-for-purpose vehicles that enable them to deliver essential services to the community. This includes procuring, maintaining, and managing a diverse fleet that supports the full range of Council operations. Through proactive asset management, effective maintenance planning, and operational support, the service plays a critical role in enabling departments to meet their service commitments and maintain operational service delivery. Aims for Fleet 1. To ensure the most efficient use of resources and provide and maintain a high level of support to users 2. To maintain high levels of operational vehicle and equipment availability 3. To strive for best value in fleet management and maintenance operations 4. To maintain an appropriate degree of flexibility to adjust to the changing operational demands that the Council will face now and in future 5. To facilitate a long-term plan to manage the vehicular assets of NLC 6. To align with national targets to phase out petrol and diesel vehicles from our public sector fleet Page 63 of 228
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Fleet Asset Management Plan – 2026 to 2035 12 Operator Licence Undertakings North Lanarkshire Council’s undertakings under its Heavy Goods Vehicle (HGV) Operator Licence constitute a series of legally binding commitments made to the Traffic Commissioner. These undertakings are designed to ensure that the Council’s fleet is operated safely, lawfully, and responsibly at all times. They are enshrined within the Goods Vehicles (Licensing of Operators) Act 1995 and associated regulations, and are enforced to safeguard road safety, promote fair competition, and ensure the appropriate management of operating centres and environmental impacts. As an HGV operator, North Lanarkshire Council is required to demonstrate ongoing compliance with a number of core statutory obligations. These include maintaining all vehicles in a safe and roadworthy condition, conducting regular and effective safety inspections, and retaining comprehensive maintenance and inspection records for a minimum period of 15 months. The Council must also ensure that all drivers operate in full compliance with relevant legislation, including driver hours, working time, and tachograph requirements. In addition, the Council must continue to satisfy financial standing requirements, maintain good repute, and, where applicable, ensure that a suitably qualified and professionally competent Transport Manager is appointed to exercise continuous and effective control over transport operations. Failure to meet these undertakings may result in enforcement action by the Driver and Vehicle Standards Agency (DVSA), deterioration of the Operator Compliance Risk Score (OCRS), and formal regulatory action by the Traffic Commissioner. Such action can include the calling of a Public Inquiry and may ultimately lead to the curtailment, suspension, or revocation of the Operator Licence. The Council’s nominated certificate of professional competence holder is, John McElhinney, Business Manager (Fleet) Operator Licence Number Number of Vehicles OM0012238 73 Page 64 of 228
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Fleet Asset Management Plan – 2026 to 2035 13 Carbon Emission Reduction The Scottish Government declared a climate emergency in April 2019. It has set several targets to reduce emissions from the transport sector which contributes a large part of the country’s total carbon emissions. For the public sector, these targets include: 1. Phasing out petrol and diesel cars by 2030 2. Phasing out the need for new petrol and diesel light commercial vehicles from 2025 -30 3. Phasing out the need for new petrol and diesel heavy duty vehicles from 2030 onwards (Vehicles with a gross vehicle weight of more than 3.5t or passenger transport vehicle of more than 8 seats buses and coaches) Our fleet service will continue to work collaboratively with vehicle‑using departments to ensure the Council’s fleet evolves in line with emerging technologies and Scottish Government policy. This creates a significant opportunity for North Lanarkshire Council to drive innovation, modernise fleet practices, and enhance Fleet Asset Management across the organisation. Due to the complex and highly regulated nature of fleet operations, changes to existing practices are expected over the next five years, driven by operational need, national policy, legislative change, industry best practice, and environmental considerations. Page 65 of 228
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Fleet Asset Management Plan – 2026 to 2035 14 Fleet Performance A core objective of the Fleet Asset Management Plan is to provide a clear and comprehensive assessment of current service performance. The use of robust performance indicators is essential to strengthening the performance management framework and ensuring effective corporate governance of the Council’s fleet assets. The Council has established a suite of key performance targets for fleet that are relevant, measurable, and aligned with national benchmarking standards. In parallel, the Council will continue to develop local performance measures that reflect corporate priorities and support continuous improvement in service delivery to meet community needs. Performance indicators will be reviewed regularly to ensure they remain relevant, provide accurate and meaningful insights, and effectively inform management decision-making across the Fleet service. Fleet performance is external audited and accredited to ISO 9001:2015, ISO 14001:2015 & ISO 45001:2018 Sample of KPI Number of Vehicles Inspected Within ISO Week Number of MOT Passed 1st Time Number of Light Commercial Fleet that is Alternative Fuel Page 66 of 228
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Fleet Asset Management Plan – 2026 to 2035 15 Fleet Data Management Systems The Council’s Fleet data is collected, recorded, and monitored through three integrated management systems, each supporting different aspects of fleet operations: 1. Freeway Fleet Management System Freeway is the Council’s primary fleet management system and provides comprehensive support for fleet and asset administration. The system covers a wide range of operational functions, including vehicle and asset management, driver documentation, accident and risk management reporting, hire and leasing orders, work authorisation, and vehicle workshop and stores management. Freeway enables effective oversight and control of fleet assets throughout their lifecycle. 2. Insego – Fleet Tracker System Insego provides real-time fleet performance monitoring and vehicle tracking. The system allows the Council to view vehicle locations, monitor key performance indicators (KPIs), and analyse operational data through an easy-to-use dashboard. Insego offers an extended range of reports, including address reports, trip reports, logbooks, and working time reports, providing detailed insight into fleet usage and performance. The data is live and is reported monthly to User Departments. 3. Fuellink Fuel Management System Fuellink is a web-based fuel management system designed to secure fuel against unauthorised use and to enable the monitoring and control of all fuel-related activity. Fuel data is entered manually by drivers at the vehicle pump. This information is then processed through the FUELtran system, providing real-time access to vehicle, driver, fuel stock, and fuelling data 24 hours a day, 7 days a week. The system also allows Fleet Services to monitor additional fuel usage and identify trends or anomalies. Page 67 of 228
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Fleet Asset Management Plan – 2026 to 2035 16 Vehicle Replacement Programme As part of the vehicle replacement programme, the council operates a vehicle purchase policy for most categories of vehicles to ensure the most cost- effective operation of our assets. The policy considers the following factors: 1. Condition 2. Mileage 3. Age 4. Whole-life costings 5. Environmental targets In 2025/26 there is a planned investment of £5.5M which represents 30 new vehicles across the Council. It is the responsibility of each Department to identify their operational need and to ensure sufficient budget to accommodate their replacement program. The replacement program has been developed in accordance with optimum replacement timing principles, based on whole of life costs. Estimates of vehicle residual values are factored into whole-life costing calculations, so that vehicle disposal is considered from the beginning of the Council’s operational planning. Vehicles identified for disposal will be fully assessed to determine the requirement for replacement and levels of service and see what options are available for alternate service delivery, if any. Year Budget 26/27 6.0m 27/28 6.0m 28/29 2.0m The Council will continue to consider all potential procurement routes for future purchases, along with any other suitable/innovative forms of funding, in circumstances where such arrangements maximise value for the Council. The Council has had a long running Policy to purchase fleet vehicles rather than lease and a financial option appraisal is regularly undertaken to identify the most cost-effective funding method for NLC vehicle acquisitions. This means that a capital or revenue receipt at disposal is achieved, and Page 68 of 228
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Fleet Asset Management Plan – 2026 to 2035 17 the arrangement allows for more flexibility during the life of the vehicle. Any enhancements to vehicle condition or capability are to the benefit of NLC rather than the lease company. Page 69 of 228
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Fleet Asset Management Plan – 2026 to 2035 18 Ownership of The Fleet Asset Management Plan The Fleet Asset Management Plan is a live document, controlled by the Chief Officer (Community Operations) and the Business Manager (Fleet). The main function of these roles: 1. Distribution to appropriate staff, members, and the public 2. Monitoring of improvement actions and the implementation plan 3. Authorising the updates to the plan Position Role Chief Officer (Community Operations Owner of the FAMP Business Manager (Fleet) Oversight, ensuring that all appropriate information is collated and passed to the relevant parties involved in the asset management process The FAMP will be reviewed and updated annually, as a minimum, with key processes linked to the budget cycle the Corporate Planning process. Page 70 of 228
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Fleet Asset Management Plan – 2026 to 2035 19 Operational Challenges Our Fleet service will facilitate, vehicle user group meetings with all key vehicle stakeholders to identify future needs and operational requirements. These meetings provide an important forum for engagement, collaboration, and forward planning across the organisation. Effective communication is critical to the successful implementation of the Fleet Asset Management Plan (FAMP). As delivery of the plan progresses, it is recognised that ongoing communication and consultation with stakeholders will be essential to ensuring alignment, managing change, and achieving intended outcomes. Procurement The Scotland Excel framework is used for purchases of heavy goods vehicles. The Council also makes use of the Government Procurement Fleet Portal which is a framework agreement for light commercial vehicles. Procurement of vehicles will continue to follow best practice. The Council’s Procurement Strategy provides a structured framework to ensure best value is achieved across all procurement activities. Procurement decisions are informed by whole-life costing principles, beginning with the identification of operational requirements by the relevant service areas. Within Fleet, there is a continuous and evolving challenge to embrace technological advancement and innovation in support of the Council’s journey towards net zero emissions. Fleet will continue to trial emerging vehicle technologies through the use of demonstrator vehicles, working collaboratively with user departments to assess whether these solutions meet operational and service delivery requirements. VRP Procurement Strategy: VRP Procurement Strategy v1.0.pdf Page 71 of 228
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Fleet Asset Management Plan – 2026 to 2035 20 Future needs and Challenges Looking ahead, the industry faces a range of significant challenges during the coming period. A central priority of the forthcoming strategy will be the effective adoption of new technologies across the Council’s fleet, alongside supporting anticipated changes to working practices within many operational areas. The Council’s fleet plays a vital role in the delivery of frontline services to the residents of North Lanarkshire. For many communities, it represents the most visible expression of the Council’s activity. It is therefore essential our fleet consistently demonstrates high standards of quality, reliability, and operational efficiency, reinforcing public confidence and supporting the Council’s wider service objectives. Some of the key challenges we anticipate are outlined below: 1. Converting the vehicle workshop to digital working 2. To attain DVSA Earned Recognition for Operators Licence 3. Maintaining highly trained and qualified workforce capable of meeting the challenges of innovative and emerging technologies 4. Creating a pathway for apprentice Technicians to gain full qualification with “grow your own mindset” 5. Ensuring that the primary users are aware of innovations and new technology solutions which maximise use of the fleet and minimise operational costs 6. Continuing to work closely with Transport Scotland and Energy Saving Trust with Investment opportunities within Fleet 7. Reducing the average age of the fleet Page 72 of 228
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North Lanarkshire Council Report Environment and Climate Change Committee Does this report require to be approved? ☒ Yes ☐ No Ref Date 29/04/26 Road Safety Plan From Pamela Humphries, Chief Officer (Place) E-mail Gary Wood, woodg@northlan.gov.uk Executive Summary This report provides an update on the implementation of the policy for prioritising road safety improvements, which was approved by Committee in February 2023. At that time it was agreed that a report reviewing the operation of the policy would be brought back to a future committee. Further, a motion approved at Council in June 2025 agreed that a review of the current policy should be undertaken and reported to this Committee. This report includes details of the number of requests submitted and assessed under the current policy framework and details of the projects which have been completed or are in progress. The report also considers the effectiveness of the current policy and potential improvements to streamline the process for targeting high risk sites and ensure best value from available resources. It is also acknowledged that the scope of the current policy is focussed on engineering interventions and does not include other interventions that influence road safety such as education, publicity campaigns, roads maintenance and fleet vehicles, as well as enforcement activity through Police Scotland. The approach to work in partnership with key stakeholders able to influence road safety is also outlined within this broader scoped Road Safety Plan. Recommendations It is recommended that the Environment and Climate Change Committee: 1. Acknowledge the position as set out in the report that the current policy has been effective in improving road safety at high-risk areas. 2. Consider the findings of the review of the current policy and approve the proposed amendments to the process for identifying and prioritising sites for intervention. 3. Endorse the approach to work in partnership with key stakeholders as part of a wider Road Safety Plan. 4. Note that an annual update on the Road Safety Plan will be reported to Committee. Page 73 of 228
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1. Background 1.1 The Road Traffic Act 1988 section 39 makes provision for each local authority to carry out studies into accidents and to take steps to both reduce and prevent accidents. This places a duty on each local authority to: a) Carry out studies into accidents arising out of the use of vehicles on roads or parts of roads, other than trunk roads within their area; and b) in the light of those studies, take such measures as appear to the authority to be appropriate to prevent such accidents. 1.2 The Scottish Government’s Road Safety Framework sets out an ambitious and compelling long-term goal for road safety where no-one dies or is seriously injured on Scotland’s Roads by 2050. Whilst the number of collisions have generally reduced in North Lanarkshire in recent times, there is still work to be done in meeting the national targets. 1.3 To help achieve that vision, the framework sets out five strategic outcomes which describe the road safety environment it aims to deliver. These outcomes align with the five pillars of the Safe System: Safe Road Use; Safe Vehicles; Safe Speeds; Safe Roads and Roadsides; and Post-crash Response. This safe system approach has helped reduce road collision casualties significantly in Scandinavian countries. Whilst the council cannot directly influence Safe Vehicles and Post-crash Response, the council can influence Safe Road Use, Safe Speeds and Safe Roads and Roadsides. 1.4 To comply with its obligations, the council maintains a road collision database using information provided by Police Scotland (STATS19/STATS21). This collision data is updated monthly. It should be noted that since September 2016, non-injury collision details are not recorded by Police Scotland. Given this, there is no consistent or objective way of collating or considering either non-injury collisions or near-miss events. 1.5 The council receives over 250 requests per annum for road safety improvements. These requests are predominantly requests for traffic calming measures or pedestrian crossings. It is not possible for the Council to action all requests with available resources. 1.6 On 8 February 2023, the Committee approved a revised criteria for assessing and prioritising road safety improvement requests. The intention was to implement a fair and transparent process which involves undertaking traffic surveys at all locations for which a request was received, and considers a number of factors including vehicle speeds, volumes and collision history. A copy of the assessment criteria is attached at Appendix 1. 1.7 It was agreed at this Committee that a report reviewing the operation of the policy be brought to a future Committee at an appropriate time. Further, at the meeting of the The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (17) Ensure we keep our environment clean, safe, and attractive Programme of Work Statutory / corporate / service requirement Page 74 of 228
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Council on 19 June 2025 a motion was raised ‘that a review should be undertaken to evaluate the effectiveness of the policy and to consider whether any further revisions may be appropriate. The review should include: the number of requests submitted and assessed under the current policy framework; and details of those requests which have progressed to completion’. 2. Report Overview of current policy 2.1 Since 8 February 2023, when the current assessment methodology was approved by Committee, around 800 requests for road safety improvements have been received. These include requests for traffic calming, pedestrian crossings, speed limit reductions, and parking restrictions. Discounting duplicate requests for the same area and requests not within scope of the current policy, for example, parking restrictions, results in approximately 600 locations which have been evaluated to the current policy. 2.2 To ensure that sites are assessed and prioritised in accordance with current policy, a traffic survey must be undertaken, and collision analysis carried out. Undertaking these traffic surveys costs upwards of £50k p.a. in addition to approximately £50k p.a. of staff time processing requests, both funded from the road safety budget. 2.3 It should be noted that in addition to evaluating requests, an annual accident review is undertaken whereby sites are identified which have four or more collisions within a 100m diameter ‘cluster site’ over the previous five-year period. Following elimination of collisions which are not related, e.g. isolated collisions on side roads where the main cluster is focussed on the junction, and collisions involving serious criminal activity, locations with four or more collisions are scored and ranked in the same manner as requests. 2.4 From the 600 locations that have been scored, 41 locations met the Stage 2 threshold to be considered for road safety improvements at time of evaluation. The priority list is reviewed and updated annually, reflecting collision history in the preceding 5-year period, and sites where there is not a viable engineering solution are removed. As a result there are currently 15 locations where potential road safety improvements are prioritised for feasibility, design or construction, dependant on their stage of progress and available resources. 2.5 The assessment process has demonstrated that the dominant factor for sites to meet the threshold for road safety improvement investigation is collision history, with the remaining criteria typically being a secondary factor in determining the overall score. It should be noted that external funding from Transport Scotland’s Road Safety Infrastructure Fund, which comprises a substantial proportion of the Council’s overall road safety budget, is granted on the basis of addressing historic collisions, since this is generally accepted to be the best predictor of the likelihood of future collisions. Budget 2.6 The total estimated budget allocation for road safety improvements for the period of the current 5 year capital programme (2024/25 – 2028/29) is £11m, which includes £7.4m from the council’s core capital programme, and an estimated £3.6m from Transport Scotland’s Road Safety Improvement Fund, which is confirmed on an annual basis. The Page 75 of 228
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budget is allocated between traffic calming improvements, new pedestrian crossings and the replacement of ageing traffic signals. In the current year the council was successful in securing an additional £1.223m from Transport Scotland towards the Bargeddie Cross signalised junction improvements and the recently constructed A73 Stirling Road/Dykehead Road Junction signalised junction improvements. Review of completed projects 2.7 A total of 15 road safety improvement related projects have been completed since February 2023 (Appendix 3, Table 1 and Table 2). Completed project spend is c. £7.8M with a further c. £2.1M of projects committed and under construction. Improvement projects have been presented under the headings of ‘traffic calming’ (11) and ‘pedestrian crossings’ (4) to reflect how they have originated and been assessed to the current policy. In addition, 20 traffic signal installations were renewed and upgraded at a cost of c. £2.2M. 2.8 It should be noted that several of the projects have been funded by sources other than the road safety budget, including external funding from SPT and Transport Scotland for active travel. The primary focus of these projects is on improving active travel and transportation links for example, with secondary but meaningful benefits for road safety. This ensures that the road safety budget is preserved and targeted to address the highest risk sites that have a viable engineering solution. 2.9 Appendix 3, Table 1 and Table 2 present the completed projects with site collision history in the five-year period pre-completion and post completion. The data generally indicates that collisions have been eliminated or substantially reduced where road safety improvement projects have been delivered, albeit a full 5-year accident history is not yet available. 2.10 Also included in Appendix 3 is the ‘First Year Rate of Return’ which is used to show how cost-effective an accident prevention measure is within the first year after it is implemented. This helps with the consideration of whether a project represents good value for money as it compares the cost of carrying out the work with the financial and human cost of road casualties, using a methodology and figures set by the Department for Transport, and Transport Scotland. This is important because Transport Scotland requires it as evidence for Road Safety Improvement Funding, which makes up a significant proportion of the funding used to deliver road safety projects. 2.11 The evidence shows that the interventions have been effective in improving road safety at high-risk locations and are generally a good value return on investment when simply considering collision prevention. The rate of return does not take account of any potential secondary benefits to traffic flow, accessibility or active travel provision, for example. Review of North Lanarkshire road collision data 2.12 Over the previous 5-year period, there have been 1422 casualties on both local roads and trunk roads, with 1170 of those occurring on local roads (Appendix 4, Table 3 and Table 4). 2.13 The annual average number of casualties within North Lanarkshire, including trunk roads, was 594 within the five-year period of 2014 to 2018 (Appendix 4, Table 5). This is the baseline period for Transport Scotland’s Road Safety Framework to 2030, which sets Page 76 of 228
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targets of a reduction of 50% reduction in serious and fatal casualties and a 60% reduction in serious and fatal casualties affecting children. The total number of casualties in 2024 was 266, which represents a reduction of 55% from baseline. Serious casualties have reduced by around 25% in recent post-policy years compared to baseline. However, fatal casualties have increased from an annual average of 5 at baseline to 7 post-policy including trunk roads. This is mostly attributable to fatalities sustained in 2024, which was unusually high. 2.14 There is clearly more work to be done to meet Transport Scotland’s ambitious targets. However, benchmarking against other Local Authorities and the Scottish average shows that North Lanarkshire’s progress towards meeting targets is largely comparable (Appendix 4, Table 5). A comparison of neighbouring authorities reveals that North Lanarkshire experiences a similar number of road casualties per km of road to South Lanarkshire and West Lothian Councils (Appendix 4, Table 6). It should be noted that more heavily trafficked roads are expected to experience higher accidents per km, which may explain why Glasgow City Council experiences the highest accidents per km. Contributory Factors 2.15 Contributory factors, or road safety factors as they are now known as, are recorded using STATS19 forms and are generally based on observations taken by the attending police officer, although a contributory factor is not always recorded. There are dozens of potential factors, grouped into categories such as road environment, vehicle defects, driver behaviour and vision impairment. Interrogation of STATS19 data shows that the category associated with the greatest number of collisions throughout North Lanarkshire is ‘driver error’ followed by ‘driver behaviour’ (662 and 259 instances respectively in the previous five-year period). This highlights the importance of driver awareness and education campaigns. In addition, there has been a marked increase in recordings of ‘careless/reckless driving’ and ‘dazzling sun’ in period 2023 – 2025 compared to 2020- 2022 (60 to 121 and 18 to 42 instances respectively). 2.16 Categories that have greatest potential for road safety improvement projects include ‘road environment’, ‘driver vision affected’, and contributory factors associated with excessive speeding, which all reduced in 2023-2025 compared to 2020-2022 (73 to 51, 18 to 4, and 77 to 39 instances respectively). There were also substantial reductions in collisions with a recorded contributory factor of ‘slippery road due to weather’, ‘failed to look properly’ and ‘travelling too fast for conditions’ (48 to 17, 175 to 136, and 49 to 25 instances respectively in 2023-2025 compared to 2020-2022). 2.17 Analysis of contributory factors is part of feasibility and subsequent design of viable sites that meet the relevant threshold score for further consideration. Casualty sites with contributory factors not associated with the environment are less likely to have a road improvement solution. Review of current road safety improvement prioritisation methodology 2.18 As outlined above the current policy is considered to be effective at addressing road safety at sites where there has been intervention. However, there are potential improvements that can be made to streamline the process for identification of sites at greatest risk and for improving best value by prioritising the delivery of projects that have a high benefit to cost ratio. Page 77 of 228
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2.19 From the 800 requests and the resulting 600 evaluations, 41 have met the threshold for prioritisation since policy commencement, with 15 currently meeting the threshold. Fifteen sites is a manageable number to progress through design and construction, if budget permits, and would take several years to deliver assuming existing funding is maintained and annual rankings do not substantially change. Therefore, amending thresholds to increase the number of sites for consideration would not accelerate delivery, given that resources are the limiting factor. 2.20 There is a perception that the current process is reactive. However, collision history is generally accepted to be the best predictor of the likelihood of future collisions. To the service’s knowledge, it is the principal measurement used by other Local Authorities and Transport Scotland to calculate collision risk and justify award of external funding. Like some other Local Authorities, pre-emptive factors such as vehicle speed, proximity to sensitive trip attractors, etc. are currently considered in scoring and ranking sites for potential road safety improvements, but these have a secondary impact over collision history. 2.21 The service is however exploring the potential for emerging technology such as the use of connected vehicle data and AI to predict potential collisions and risk profile sites to supplement collision history. Many modern vehicles are a source of data to approximate vehicle speeds and traffic flow, for example, which is less costly and time consuming than conducting traffic surveys. Connected vehicle data can also identify where harsh braking occurs, which may help identify sites with collision risk. Evaluation of the suitability of connected vehicle data and AI tools is ongoing and will take time to trial and consider. Should trials prove that adoption is likely to be cost effective, proposals for any amendments to the methodology will be brought before a future committee meeting. 2.22 As outlined in section 2.2, the resource needed to process requests is approximately £100k p.a. Additionally, requested sites that meet the threshold are often already identified within the annual review of cluster sites, or their priority is changed by the results of the subsequent annual review. Of the 800 requests, only seven requested sites met the stage 2 threshold that were not identified within the previous or subsequent annual review. Given that collision history is accepted as being the predominant factor in the prioritisation of traffic calming works there is potential to streamline the assessment process by introducing an initial stage for traffic calming requests based solely on collision history. This would result in only undertaking traffic surveys and further assessment for sites that are more likely to meet the stage 2 threshold for prioritisation. 2.23 Analysis of over 500 site assessments to date has shown that, excluding sites with fatalities, a minimum of three collisions within the previous five-year period was required to meet the stage 2 threshold for prioritisation. It is therefore proposed that in processing traffic calming requests, a minimum of three collisions within the previous five-year period is required before surveys and scoring is undertaken. The proposed exception to this will be sites experiencing a fatality, which shall be progressed to feasibility and prioritisation assessment as soon as practical after their occurrence. This change aligns with the principal that collision history is generally accepted to be the best predictor of the likelihood of future collisions. The proposed prioritisation methodology is given in Appendix 2. Page 78 of 228
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2.24 Under the current process, viable sites which meet the stage 2 threshold are prioritised for delivery by risk score alone. There is no formal mechanism to allow for the prioritisation of lower scoring schemes which have a greater benefit to cost ratio. This could allow for the delivery of less costly improvements to several locations rather than delivering one expensive scheme (to address the single top scoring site), resulting in better value. It is therefore proposed that traffic calming requests which meet the stage 2 threshold and have a feasible engineering intervention are prioritised for delivery by their estimated benefit to cost ratio (First Year Rate of Return as explained in section 2.10). 2.25 Analysis of the current policy has highlighted that the pedestrian crossing locations that met the threshold score to progress were less dominated by collision history, instead more driven by pedestrian and vehicle demand. This aligns with the typical process for evaluating the need for a pedestrian crossing, which is primarily based on assessing the opportunity to safely cross the road rather than collision history. Consequently, it is proposed to retain the current assessment and prioritisation methodology for pedestrian crossings, i.e. prioritised by score rather than benefit-cost ratio with no initial stage collision history requirement. 20mph speed limits 2.26 The implementation of 20mph zones, in accordance with Scottish Government policy, is an important measure to improve road safety which does not explicitly feature within the current policy. The Case for Change for 20mph speed limits is being brought as a separate report to committee. Partnership working 2.27 The current policy focuses on the prioritisation methodology for delivering traffic calming and pedestrian crossings, i.e. physical road safety improvements. However, driver error and driver behaviour are contributory factors in many collisions. Education and awareness campaigns are important tools to address this. Other council services also have an important part to play, including Roads & Asset Services and Fleet Services with respect to maintenance and vehicle safety, as do the Police. 2.28 Police Scotland The council and Police Scotland are committed to continuing to work closely together to reduce casualties across our network. Areas of concern are raised and discussed at the Lanarkshire Road Safety Governance Board meetings. Furthermore, there will continue to be direct dialogue and intelligence sharing in relation to moving traffic offences and siting and provision of safety cameras. Responsibility for both these matters lies with Police Scotland. The intention is to further strengthen this partnership by convening additional meetings to discuss operational ‘blue-light’ issues with all the emergency services. 2.29 Misuse of ‘off-road’ vehicles continues to be a challenge for many authorities and agencies, and this council is no different in this regard. Discussions are continuing with Police Scotland, who are responsible for enforcement of such activities. To support the Police, the council’s Community Partnership teams are gathering intelligence from the communities on hot spot areas with a view to setting up local action plans to tackle this anti-social behaviour. Page 79 of 228
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An online consultation on the misuse of off-road bikes was carried out during September and October 2025. The survey was widely promoted and received a total of 2,179 responses were received. The findings were shared with Community Boards during late 2025 and early 2026, and the feedback has helped identify local hotspot areas to inform future partnership action and enforcement activity. 2.30 Education and publicity campaigns Road safety education is key to reducing casualty risk. Road Safety Scotland, a subsidiary of Transport Scotland, develop and supply a wide range of educational material for use in Primary and Secondary Schools. The council’s Education & Families service has recently undertaken a survey of schools regarding the delivery of road safety education and usage of the available material. The findings were that almost all establishments (94%) include road safety in their curriculum. Road safety is seen as a core part of personal and social education for students and as part of curriculum planning. A high proportion of schools are using the available educational material and work is on-going to further promote the available resources to ensure road safety education is consistently embedded within the school curriculum. In addition, cycle training for children, including working with third parties, will continue to be a priority. These ambitions will be underpinned by the promotion of appropriate and targeted road safety awareness campaigns, including coordinated campaigns with Road Safety Scotland. 2.31 Road maintenance A well-maintained road network reduces accidents, improves traffic flow, and ensures the longevity of infrastructure. Defects in the road surface can cause vehicle damage or loss of traction, particularly in wet or icy conditions. Poor drainage results in standing water, heightening hydroplaning risks. Similarly, worn or missing road markings or inadequate signage compromise lane discipline and visibility, especially at night. Winter gritting ensures road safety, prevents accidents, and keeps transportation networks functional during adverse weather. Effective maintenance supports the safety of all road users, including cyclists and pedestrians, who may be more exposed to the effects of surface defects and poor conditions. Modern asset management emphasises a risk-based approach that prioritises resources based on risk rather than fixed intervals. This approach involves assessing risk factors, categorising defects and prioritising interventions where they have the greatest impact, making roads safer for all users. Inspection regimes take into account factors such as traffic volumes, speed limits, accident history, and environmental conditions, so that routes presenting greater safety risks receive proportionately more frequent attention. By focusing on risk, accidents caused by surface defects are reduced, limited budgets are optimised by undertaking maintenance through an informed asset management approach, and resilience of the network against extreme weather and increased traffic demand is improved. The Transportation Engineering team will continue to work closely with colleagues in Roads and Asset Services to highlight areas at greater risk of collisions where maintenance interventions are likely to be of value. 2.32 A risk-based asset management plan supports long term planning, ensuring that investment is directed where it delivers the greatest benefit. Integrating asset management within the wider road safety strategy strengthens network resilience, improves road user confidence, and helps create a safer environment for all who travel on the network. An updated Road Asset Management Plan (RAMP) is being brought to committee as a separate report. Page 80 of 228
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2.33 Design of new roads Road safety is considered at the earliest stages of potential development, during the assessment of planning applications. Consideration is given to the effect of the development on existing roads, the provision of servicing and parking, and new roads are assessed against relevant safety guidelines with respect to visibility, layout, geometry, speeds, and pedestrian and crossing provision for example. If the effect on the existing road network is detrimental to capacity or safety, developer delivered improvements, such as signalised junctions or crossings for example, or contributions towards council delivered improvements are conditioned as part of planning consent. In addition, Road Construction Consent (RCC) is required from the council for a new road or an extension of an existing road which is to be adopted by the council. Roads must meet the council’s design standards and procedures, currently published on the council’s website. Updated Guidelines for Development Roads are currently under development. 2.34 Parking Management Unauthorised parking can have negative impacts on road safety and accessibility. Effective management of parking measures reduces congestion and unnecessary vehicle manoeuvres around schools, hospitals, commercial areas, and residential streets. Clear rules, visible markings, and efficient layouts help drivers make predictable decisions, which is essential for preventing collisions and keeping traffic flowing at a steady, manageable pace. To improve safety and accessibility for pedestrians and other footpath users such as people using wheelchairs, enforcement of pavement parking and dropped kerb parking restrictions in accordance with the Transport (Scotland) Act 2019 began in March 2025. Town centre and village parking strategies are being reviewed to ensure they remain fit for purpose. Officers are currently reviewing and altering parking restrictions in Bellshill and Muirhead/Chryston. Further reviews of Kilsyth and Cumbernauld are planned to commence in 2026. 2.35 Council vehicles The council’s fleet is managed in accordance with recognised best‑practice road safety standards to ensure that all vehicles remain safe, efficient, and compliant while operating on the road network. Vehicle maintenance and compliance activities follow the Driver and Vehicle Standards Agency’s (DVSA) Guide to Maintaining Roadworthiness, which outlines the legal obligations and best‑practice expectations for keeping vehicles roadworthy. In addition, the council adheres to the responsibilities and undertakings required to maintain its operator licence as set out by the Traffic Commissioner and DVSA. This commitment includes inspections and servicing schedules, ensuring all drivers are fully trained and competent, supporting safe driving behaviours across all operational activities. All council vehicles are also fitted with telematics-based tracking systems capable of monitoring speeding, harsh braking, and wider driver behaviours. These systems combined with incident reporting and continuous performance monitoring help identify emerging risks, support timely interventions, and reduce collisions and other vehicle‑related incidents. 2.36 Transport Scotland Road collision statistics presented in this paper includes casualties that occur on motorways and trunk roads in North Lanarkshire, the A725, A8, M73, M74, M8 and M80. Whilst road safety on these roads is largely out with the council’s control, we will continue to work in partnership with Transport Scotland and their trunk road operators (BEAR, Amey, and Scottish Roads Partnership) in respect of road safety. The council will continue to liaise with Transport Scotland to help progress relevant improvements to our road Page 81 of 228
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network in the vicinity of the trunk roads. This approach was key to delivering the recent road safety and active travel improvements at Belziehill Interchange. Current priorities and next steps 2.37 The construction of Bargeddie Cross signalised junction and controlled crossings is the council’s current priority project, with an anticipated completion date of August 2026. This site has consistently been one of the highest ranked sites by score and by historic collisions for the past several years. This project has benefited from £628,905 of additional external funding from Transport Scotland. 2.38 The focus for financial year 2026/27 will be to complete works at Bargeddie Cross and progress the design and construction of the projects contained within Appendix 4, Table 3 and Table 4. 2.39 It is proposed to bring an annual update on road safety to the committee, which will include updated accident statistics, completed projects and future priorities. 2.40 Further to the progression of road safety improvements, broader road safety actions identified within Appendix 6 will be pursued with relevant partners. 3. Measures of success 3.1 Progression towards meeting Transport Scotland’s Road Safety Framework targets for reduction in the number and severity of recorded road injury collisions across the Council’s network. 4. Supporting documentation Appendix 1 – Current road safety prioritisation methodology Appendix 2 – Proposed road safety prioritisation methodology Appendix 3 – Projects completed and projects under construction Appendix 4 – North Lanarkshire road casualty statistics Appendix 5 – Current priority projects Appendix 6 – Road Safety Plan actions Pamela Humphries Chief Officer (Place) Page 82 of 228
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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 ☐ Page 83 of 228
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 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 228
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Appendix 1 - Current road safety prioritisation methodology Stage 0 - Pedestrian Crossing Demand This stage applies only to requests for pedestrian crossings. Requests for traffic calming measures proceed straight to Stage 1. To determine the need for a pedestrian crossing, surveys will be undertaken to identify the four peak hours with the greatest conflict between pedestrians (P) and vehicles (V). This is known as the PV2 assessment. For example, if there were an average of 50 pedestrians and 600 vehicles recorded in the four busiest hours, the PV2 value would be 50(P) x 600(V) x 600(V) = 18 million. Any site with a PV2 of 60 million or greater will proceed to Stage 1 for further investigation as this will satisfy the minimum threshold score of 80, which is calculated by dividing the PV2 value by 750,000. Stage 1 – Road Safety Indicators For every request relating to traffic calming, speeding concerns, road safety issues or pedestrian crossings, a seven-day classified traffic volume and survey will be undertaken. This survey will record the two-way traffic flows, the vehicle composition, and establish the average bi-directional 85th percentile speed. Police Scotland’s database will be interrogated to establish the accident history, including pedestrians, at the locations under consideration. This review will be for the most recent five-year period that data is available. To ensure that the accident history is scalable, and the results are proportionate, the number of accidents will be measured against the length of the street or area under consideration. The following scoring methodology will be applied to all sites to determine whether they meet the Stage 1 threshold score for Road Safety Indicators. Criteria Description Score Accident History (per accident for the most recent 5 year period) Slight 20 Serious 40 Fatal 80 Speed (percentage over speed limit) 0% - 10% 5 10% - 20% 10 20% - 30% 20 30% - 50% 30 50% and above 40 Traffic Volume (average daily flow) Per 1000 vehicles 1 Page 85 of 228
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Vehicle Composition >10% HGVs (7.5t and above) 5 STAGE 1 THRESHOLD 80 Only sites that score more than the Stage 1 threshold will proceed to Stage 2 for further investigation to identify potential traffic calming measures. Pedestrian crossing sites that met both Stage 0 and Stage 1 thresholds will proceed to Stage 2 for further investigation about installing a pedestrian crossing. Stage 2 – Environmental Factors Proximity to local trip attractors form the basis of the Stage 2 assessment, as the risk setting will be higher in and around places such as schools, hospitals, medical centres etc., where there is likely to be a higher proportion of vulnerable road users. Two additional environmental factors will be assessed for pedestrian crossing sites during Stage 2. These factors will take account of vulnerable users and road widths. The following scoring methodology will be applied on a site-by-site basis Criteria Description Score Local Trip Attractors (within 200m of traffic survey locations) School / Nursery School Entrance 15 Significant route to school (other than above) 10 Hospital, Doctors, Nursing Home, Home for Elderly 10 Park / Playpark Entrance (not associated with school) 5 Shops 5 Bus Stops within 400m of count location 5 Health Centre 3 Community; Sports Centre 3 Footway on both sides (no = gets a score) 3 Additional Factors for Pedestrian Crossings Only Vulnerable Users Children, elderly or mobility impaired >15% of total pedestrians 5 Road Width Less than 7.3 metres Between 7.3 and 10 metres Over 10 metres 0 10 15 Page 86 of 228
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Ranked and Prioritised Sites The score obtained in Stage 2 will be added to the scores obtained from the previous stage(s) to determine whether the following overall threshold values have been met for each site. Pedestrian Crossing Sites Stage 0 Threshold 80 Stage 1 Threshold 160 Stage 2 Threshold 220 Traffic Calming Sites Stage 1 Threshold 80 Stage 2 Threshold 130 Current Road Safety Prioritisation Process Map Page 87 of 228
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Appendix 2 - Proposed road safety prioritisation methodology It is proposed that the scoring criteria and thresholds will remain the same as the current methodology. The proposed process map is given below. Proposed changes to the process are as summarised below: • Sites experiencing a fatality shall be progressed to feasibility assessment as soon as practical after their occurrence. Should an engineering intervention prove feasible, the project will be ranked by priority for design and construction. • Introduction of an initial stage for traffic calming requests whereby the requested site is checked for collision history. Only sites with collision history of three or greater within the previous five-year period will progress to stage 1 assessment. • Traffic calming requests which meet the stage 2 threshold and have a feasible engineering intervention are prioritised for delivery by their estimated benefit to cost ratio using the economic and human cost of casualties as defined by Transport Scotland and project estimates. As is the case currently, priority rankings will be re-assessed during the annual review. • The process map clarifies that in addition to requests, an annual review is undertaken. The annual review identifies sites across North Lanarkshire with collision history of four or more collisions within a 200m diameter within the previous five-year period. These sites are then scored, assessed for feasibility and prioritised for delivery in the same manner as requests. Proposed road safety prioritisation process map Page 88 of 228
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Appendix 3 – Projects completed and projects under construction Table 1 – Traffic calming projects completed since Feb 2023 Project Score (at time of commitment) Casualties (within 5-year period prior to completion) Completion date Approx. Cost Casualties (post completion) First Year Rate of Return (FYRR) (payback period) A71 Horsley Brae / Brownlee Road, near Overtown (junction realignment & signals) Pre-policy project and alternatively funded 4 slight Oct 2022 £3.05M (funded by SPT, Transport Scotland, and successful council capital bid) 1 serious (driver error) N/A A73 Carlisle Road / Petersburn Road, Airdrie (mini roundabout and crossing) pre-policy committed project - not scored 4 slight Oct 2023 £700k 1 slight N/A A73 Carlisle Road / South Biggar Road, Airdrie (double mini roundabout and crossing) pre-policy committed project - not scored 1 serious, 2 slight Aug 2023 £650k 1 slight 12% (3.7yrs) Lindsaybeg Road, Chryston (new puffin crossing and footway widening works) 160 2 serious, 2 slight Oct 2023 £55k 1 slight 259% (0.38yrs) Viewpark Area, multiple roads, Uddingston (spee d limit signing & lining) 355 4 serious, 5 slight Feb 2024 £6k 0 5000% (0.02yrs) A73 Carlisle Road at Craigneuk Park Airdrie (new pedestrian crossing) 165 1 serious, 2 slight May 2024 £260k 0 27% (3.8yrs) Page 89 of 228
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A80 Cumbernauld Road / Cardowan Rd/Station Road, Stepps (traffic signal optimisation and refurbishment) 133 1 serious, 3 slight May 2024 £164k 0 51% (1.9yrs) A803 Kilsyth Road Queenzieburn (Pedestrian crossing and public transport improvements) 186 2 serious, 2 slight Aug 2025 £12k 0 1183 (0.09yrs) A73 Stirling Road/Dykehead Road Junction Airdrie (signalised junction, widened footways, improved lighting and drainage) 241 3 serious, 2 slight Oct 2025 £750k 0 27% (3.7yrs) Bellziehill Interchange Bellshill (signalised junction with widened footways and cyclist parapets) 305 1 fatal, 2 serious, 5 slight Oct 2025 £1.75M (wholly funded by Active Travel Infrastructure Fund) 0 39% (2.6yrs) A73 Carlisle Road S Bends between Chapelhall & Airdrie (new anti- skid surfacing, edge line & slowmarkings, solar active studs and general maintenance) 132 1 serious, 3 slight Nov 2025 £60k (£33k funded by roads maintenance budget) 0 151% (0.7yrs) A89 Coatbridge Road/Langmuir Road Bargeddie (removal of roundabout and introduction of traffic signals, widened footways and controlled crossings) 215 2 serious, 6 slight completion due June 2026 Est. £2M 0 8.6% (11.7yrs) Page 90 of 228
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Table 2 –Pedestrian crossing projects completed since Feb 2023 Project Score (at time of commitment) Casualties (within 5-year period prior to completion) Completion date Approx. Cost Casualties (post completion) Airdrie Road Kilsyth (New puffin crossing with associated carriageway resurfacing) 222 1 serious Oct 2023 £85k 0 Robberhall Road Wishaw (New puffin crossing with associated carriageway resurfacing, drainage and bus stop improvements) 278 0 Apr 2024 £81k 0 Chapel Street Airdrie (Existing island relaced with new puffin crossing with associated carriageway resurfacing and bus stop improvements) 269 1 serious, 1 slight Apr 2025 £80k 0 A723 Carfin (Existing island replaced with new puffin crossing with associated carriageway resurfacing) 236 2 slight May 2025 £56k 0 Sikeside Steet, Coatbridge (Existing island replaced with new toucan crossing with associated carriageway resurfacing, footway widening and bus stop improvements) 433 0 Due 2026/27 Est. £60k N/A Page 91 of 228
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Appendix 4 – North Lanarkshire road casualty statistics Table 3 – North Lanarkshire casualties including trunk roads 29/6/20- 31/12/20 1/1/21- 31/12/21 1/1/22- 31/12/22 1/1/23- 31/12/23 1/1/24- 31/12/24 1/1/25- 31/12/25 Number of fatalities 4 7 6 5 11 4 Number of people seriously injured 41 52 79 108 93 87 Number of people slightly injured 82 187 202 250 162 169 total 127 246 287 363 266 260 Number of children fatalities (under 16) 0 1 0 0 0 0 Number of children (under 16) seriously injured 13 4 14 19 16 15 Source – STATS19 Table 4 – North Lanarkshire casualties exc. trunk roads 29/6/20- 31/12/20 1/1/21- 31/12/21 1/1/22- 31/12/22 1/1/23- 31/12/23 1/1/24- 31/12/24 1/1/25- 31/12/25 Number of people killed 2 7 3 1 10 3 Number of people seriously injured 35 40 71 90 89 75 Number of people slightly injured 69 169 159 193 133 127 total 106 216 233 284 232 205 Number of children (under 16) killed 0 1 0 0 0 0 Number of children (under 16) seriously injured 13 4 14 19 16 15 Source – STATS19 Page 92 of 228
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Table 5 – Casualties by area and severity inc. trunk roads for baseline period and 2024 Council Fatal 2014-18 average Serious 2014-18 average All severities 2014-18 average Fatal 2024 Serious 2024 All severities 2024 Stirling 6 72 227 9 39 135 Falkirk 3 72 287 6 40 130 Glasgow City 12 299 1432 5 223 772 East Dunbartonshire 0 25 110 1 25 48 West Lothian 5 94 460 2 57 184 North Lanarkshire 5 125 594 11 93 266 South Lanarkshire 11 135 580 8 130 355 Scotland 174 2728 10207 160 1931 5576 Source - Key Reported Road Casualties Scotland 2024 | Transport Scotland Table 6 – 2019-2023 collisions average annual collisions per km inc. trunk roads Source – STATS19, Key Reported Road Casualties Scotland 2024 | Transport Scotland Total Slight Serious Fatal Council Network (km) Collisions Col./km rank Collisions Col./km rank Collisions Col./km rank Collisions Col./km rank GCC 1957 772 0.394 1 544 0.278 1 223 0.114 1 5 0.003 6 WLC 1120 184 0.164 2 125 0.112 2 57 0.051 3 2 0.002 8 SLC 2421 355 0.147 3 217 0.090 4 130 0.054 2 8 0.003 4 NLC 1729 252 0.146 4 159 0.092 3 85 0.049 4 8 0.005 3 Falkirk 1048 130 0.124 5 84 0.080 5 40 0.038 6 6 0.006 2 Stirling 1166 135 0.116 6 87 0.075 6 39 0.033 8 9 0.008 1 Scotland 57327 5576 0.097 7 3485 0.061 7 1931 0.034 7 160 0.003 5 EDC 531 48 0.090 8 22 0.041 8 25 0.047 5 1 0.002 7 Council Average 268 0.169 - 177 0.110 - 86 0.055 - 6 0.169 - Page 93 of 228
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Appendix 5 – Current priority projects Table 7 – Current priority traffic calming projects Rank by score Location Score Aug 25 Progress to Date Estimated Cost Collisions FYRR (Payback) Rank by FYRR 1 Cambusnethan Street, Wishaw ATC 3 228 Feasibility concluded 25/26. Design and consultation 26/27, construction 27/28 Approx. Est. £400k 0 Fatal 2 Serious 5 Slight 41% (2.4yrs) 9 2 A89 Coatbridge Road/Langmuir Road Bargeddie 215 Under construction. Due for completion June 2026 £2.1M 0 fatal 2 serious 6 slight 8.6% (11.7yrs) 15 3 Main Street, Plains 199 Feasibility / prelim design concluded, detailed design in 26/27 for 27/28 construction. Programme may be influenced by EALR (potential for Active Travel Investment SNR7) Est. £1.8M 1 Fatal 2 Serious 1 Slight 36% (2.rs) 10 4 Allanton Road A71 177 Feasibility concluded 25/26, detailed design and construction 26/27. Est. £1M 0 Fatal 1 Serious 6 Slight 11% (9.5yrs) 14 5 Bo’ness Road, Holytown 172 Feasibility / design and construction to be completed 26/27 Approx. Est. £150k 0 Fatal 2 Serious 2 Slight 95% (1.1yrs) 6 6 Townhead Road, Coatbridge 160 Phase 1 – Feasibility, design and construction to be completed 2026/27 (potential for Active Travel Investment SNR1) Approx. Est. £1M 0 Fatal 2 Serious 3 Slight 15% (6.7yrs) 12 7 North Road, Cumbernauld 160 Design and construction to be completed 26/27 Est. £70k 0 Fatal 2 Serious 1 Slight 193% (0.5yrs) 5 8 Shottskirk Road, Shotts 156 Feasibility / prelim design concluded, detailed design in 25/26 for 26/27 construction Approx. Est £250k 0 Fatal 3 Serious 0 Slight 77% (1.3yrs) 7 Page 94 of 228
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9 Dunbeth Road, Coatbridge 153 Feasibility / prelim design concluded, detailed design and construction in 26/27 Approx. Est £200k 0 Fatal 2 Serious 1 Slight 68% (1.5yrs) 8 10 Condorrat Ring Road, Rannoch Drive 141 Feasibility and detailed design concluded, 26/27 construction Est. £20k 0 Fatal 2 Serious 2 Slight 711% (0.1yrs) 1 11 Coltness Road, North Dryburgh Rd, Wishaw 135 Feasibility / prelim design and construction to be completed 26/27 Approx. Est. £50k 0 Fatal 2 Serious 2 Slight 284% (0.3yrs) 4 12 Clark Street, Airdrie 133 Feasibility completed 25/26, design and construction 26/27 Approx. Est. £150k 1 Fatal 0 Serious 1 Slight 354% (0.3yrs) 3 13 Hirst Road, Harthill 132 Feasibility completed 25/26, design and construction to be completed 26/27 Est. £20k 0 Fatal 2 Serious 2 Slight 711% (0.1yrs) 1 14 A89 / East Muiryhall Roundabout 132 Feasibility concluded, detailed design in 26/27, construction 27/28 Est. £800k 0 Fatal 2 Serious 1 Slight 18% (5.6yrs) 11 15 Dunnswood Rd / Forrest Rd, Cumbernauld 131 Detailed design concluded, construction 26/27 Est. £1.2m 0 Fatal 2 Serious 2 Slight 12% (8.4yrs) 13 Table 8 – Current priority pedestrian crossing projects Rank Location Score Progress to Date Estimated Cost 1 Sikeside Steet, Coatbridge 433 Construction 26/27 Est. £60k 2 Airbles Road, Motherwell 396 Signalised crossings incorporated within planned active travel improvements Est. £60k for ped crossing at Hamilton Rd Junction 3 Shields Road, Motherwell 302 Feasibility Ongoing Approx. Est £200-300k Page 95 of 228
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Appendix 6 – Road Safety Action Plan action lead responsibility target implementation / frequency 1. Develop 20mph proposals for consultation • NLC (Infrastructure and Transportation) Summer 2026 2. Arrange and engage in regular liaison meetings with Police and other emergency services • NLC (Infrastructure and Transportation) • Police Scotland Quarterly frequency 3. Develop plan to tackle anti- social use of off-road vehicles • Police Scotland • NLC (Communities) August 2026 4. Further promote and embed Road Safety education within the school curriculum, including expansion of the Junior Road Safety Officers (JRSO) Programme within primary schools • NLC (Education and Families) August 2026 5. Plan and coordinate road safety awareness campaigns • NLC (Corporate Communications) • NLC (Infrastructure and Transportation) • Road Safety Scotland Quarterly frequency 6. Develop Road Asset Management Plan • NLC (Roads and Asset Services) • NLC (Infrastructure and Transportation) Spring 2026 7. Develop updated Guidelines for Development Roads • NLC (Infrastructure and Transportation) Winter 2026 8. Review parking strategies within town centres and villages • NLC (Infrastructure and Transportation) Chryston and Bellshill summer 2026. Bellshill autumn 2026. Kilsyth and Cumbernauld summer 2027. 9. Trial emerging technology such as connected vehicle data and AI tools for potential to identify and prioritise sites at risk • NLC (Infrastructure and Transportation) Spring 2027 Page 96 of 228
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10. Delivery and evaluation of road safety projects in line with prioritisation methodology and available budgets and provide an annual update to Committee. • NLC (Infrastructure and Transportation) annually Page 97 of 228
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North Lanarkshire Council Report Environment and Climate Change Committee Does this report require to be approved? ☒ Yes ☐ No Ref RT-22-049 Date 29/04/26 20mph Speed Limits – Case for Change From Pamela Humphries, Chief Officer (Place) E-mail Gary Wood, woodg@northlan.gov.uk Executive Summary This report outlines the benefits associated with the rollout of 20mph speed limits on suitable roads to improve safety, health, and wellbeing. National strategies, including Scotland’s Road Safety Framework to 2030 and the Programme for Government, advocate widespread adoption of 20mph limits in built-up areas. Evidence from UK and international case studies shows significant reductions in collisions and casualties following implementation, with benefits extending to vulnerable road users and active travel. Local data confirms that roads with 20mph limits have lower collision and casualty rates compared to those at 30mph or above. Assessments of over 4,000 roads across North Lanarkshire are continuing which will determine 30mph roads considered appropriate to be lowered to 20mph. Thereafter, an interactive map will be shared with elected members prior to public consultation commencing outlining the streets proposed to be subject to a lower speed limit. Recommendations It is recommended that Environment and Climate Change Committee: 1. Consider the benefits of reduced speed limits in appropriate areas. 2. Endorse the approach set out in the report to progress consultation on the rollout of 20mph on suitable roads across North Lanarkshire. 3. Note that the final proposals will be reported back to a future committee following the proposed consultation outlined in this report. Page 99 of 228
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1. Background 1.1 The legislative context for accident investigation and prevention was set out in the Scottish Government’s Road Safety Framework to 2030, which was launched on 25 February 2021. This sets national targets and measures for casualty reduction to 2030, to which each roads authority has a duty, under The Road Traffic Act 1988, to contribute. 1.2 At a national level, Transport Scotland’s Strategic Transport Policy Review 2 (STPR2) report includes a recommendation to expand 20mph limits and zones in Scotland. Furthermore, the 2021 Programme for Government (PfG) committed “We will ensure all appropriate roads in built-up areas have a safer speed limit of 20mph by 2025, forming a task group to plan the most effective route for implementation”. Across Scotland, councils are at various stages of considering and rolling out 20mph limits, and therefore the PfG commitment will not be achieved. 1.3. The Council’s Local Transport Strategy (LTS) (2010) referenced improving safety and security on the transport network across North Lanarkshire as a key priority. The safety and security policies also contributed to achieving objectives in other areas such as regeneration, lifelong learning, health and wellbeing and the built environment. Road safety themed policies previously approved within the LTS included Improving safety in residential areas, around schools and in town centres including the introduction of 20mph zones where regulations allow (Policy S7). This correlates with and supports the above National Framework and National Strategy for 20mph. 1.4 The Council’s draft Local Transport Strategy (2026), which has recently been out to consultation and is expected to be published later this year, highlights concerns about roads being ‘unsafe’ which discourages people from choosing sustainable and active travel options for their daily journeys. Projects such as 20mph speed limits in appropriate locations will help to create safer conditions for all road users 1.5. To deliver the National Strategy for 20mph across Scotland, the Scottish Government established a Task Force that reviewed methods used in setting 20mph speed limits elsewhere and lessons learned. The group established a pragmatic approach for assessing roads to ensure a level of consistency when introducing 20mph on appropriate roads based on the following criteria:- • roads within a 100 metre walk of an educational setting (for example, primary, secondary, further and higher education) • roads where the number of residential and/or retail premises fronting it (on one or both sides) exceeds 20 over a continuous length of between 400 to 600 metres • roads within 100 metre walk of a community centre, church, place of worship, sports facility, any hospital, General Practitioner (GP), or health centre The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (17) Ensure we keep our environment clean, safe, and attractive Programme of Work Statutory / corporate / service requirement Page 100 of 228
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• roads where the composition of users implies a lower speed of 20mph will improve the conditions and facilities for vulnerable road users and other mode shift (reflect on future plans such as active and sustainable travel, places for people, consider existing and potential levels of vulnerable road users) • where the road environment, surrounding environment, community and quality of life impact (for example, severance, noise, or air quality) will be improved by implementing 20mph speed limits 1.6 The initial presumption is that all 30mph roads that meet one of the criteria set out in paragraph 1.5 are appropriate for a lower speed limit of 20mph including residential streets currently subject to an advisory ‘20’s Plenty’ speed limit. However, there will be some anomalies, where roads meet the criteria but are not appropriate and others which do not meet the place criteria but are appropriate for a 20mph speed limit. This is where local knowledge and community feedback is key to setting the most appropriate speed limit for the environment. 1.7 The speed limit reduction would not apply to roads currently subject to a 40mph or higher speed limit and, in general, a road suitable to remain at 30mph will typically be on A and B Class roads with little frontage activity and where people walking, wheeling, and cycling do not need to share space with motor traffic. A minimum road length for the 20mph speed limit is suggested between 400 and 600 metres. The length adopted will depend on the conditions at or beyond the end points. 1.8 Transport Scotland previously engaged with local authorities asking that a 'Road Assessment' be undertaken using the above criteria on all existing 20mph and 30mph roads. This exercise was to inform the National Strategy for 20mph with the aim of ensuring that a consistent method of assessment was being used across Scotland. This exercise is underway, and should this report be endorsed by Committee, the intention would be to share the roads likely to be reduced to 20mph from 30mph with elected members in advance of any formal public consultation taking place. 2. Report Safe Systems 2.1 The safe system approach to road safety has helped reduce road collision casualties significantly in Scandinavian countries, and is now commonly being adopted as best practice in the UK. The safe system is modelled around five key strands: Safe Road Use; Safe Vehicles; Safe Speeds; Safe Roads and Roadsides; and Post-crash Response. Whilst the Council cannot directly influence Safe Road Use, Safe Vehicles and Post-crash response, the Council can influence Safe Speeds and Safe Roads and Roadsides. 2.2 One component of the safe system “Safe Speeds” aims to establish appropriate speed limits according to the features of the road, the function it serves, and the physical tolerance of those who use it. 20mph schemes are a fitting example of this approach. This reduces speed and the risk of collisions occurring by providing more time for a driver to react to unexpected events. If the collision does occur at 20mph it reduces the risk of causing death or severe injury inside and outside the vehicle. Page 101 of 228
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Evidential Base 2.3 The evidential base for lowering speed limits in appropriate built-up areas is strong. There are many case studies that can be referenced which demonstrate real life benefits where speed limits have been reduced. 2.4 From 2000 onwards, the Council implemented introduced advisory 20mph speed limits in every residential area under the Twenty's Plenty initiative. Although the reduction in vehicle speeds was relatively modest, there was a 25 per cent reduction in the number of injury accidents over the whole council area in the first year after the introduction of the scheme compared with the previous year. This was considered a significant reduction, especially given it was associated with unenforceable speed limits. The Council have also in recent years been implementing part-time 20mph speed limits adjacent to schools throughout our road network. The benefits of this exercise have yet to established. 2.5 Researchers from the University of Edinburgh worked with the City of Edinburgh Council in 2019 to gauge the effectiveness of lowering speed limits to 20mph.The study found that a reduction of not only speed but road traffic collisions was achieved across Edinburgh, even without extra traffic-calming measures and police patrols, making the scheme cost- effective. 2.6 It should be noted that the position of Police Scotland in respect of the enforcement of 20mph aligns with the enforcement activity criteria for all published speed limits. This is contained within the Speeding Standard Operating Procedure which states “deployment of resources must prioritise sites which represent the greatest risk and should only be undertaken where considered necessary and in the interests of casualty reduction. This will remain the case where a 20mph replaces a 30mph speed limit. 2.7 In Bristol (2019), researchers identified a general trend of reductions in road injuries and strong evidence of a reduction of city-level fatal injuries following the 20mph speed limit reductions in parts of the city. This suggests that a city wide 20mph speed limits could be an effective strategy for reducing injuries, as it encourages safer driving behaviour that is not restricted to 20mph roads. 2.8 Transport for London recently undertaken extensive analysis of 157 20mph schemes across their boroughs, which were implemented between 1989 and 2013. This highlighted that there was a 34 per cent reduction in the number of people killed or seriously injured (from 395 to 260), compared against the background trend of a 15 per cent fall in people killed or seriously injured across borough roads not subject to a 20mph limit over the same period. Similarly, a 75 per cent reduction in the number of children killed (from 4 to 1), compared with no change across the control group. 2.9 Wales was the first country of the UK to make 20mph the default speed limit having come into law on 17 September 2023. Although this is a differing approach to Scotland, the potential impact of this widespread change to 20mph should be noted. Changes in traffic speeds on urban roads in Wales have been dramatic following the widespread 20mph speed limit implementations. Measured speeds dropped an average of 2.9 mph in the analysis period immediately after the change by simply changing the posted speed limit. Speeds increased very slightly over the first 3 months to 20.3 mph i.e. 2.4 mph reduction. In the last quarter of 2023, Wales recorded a 32% decrease in casualties on 20mph and 30mph roads. There were 100 fewer people killed or seriously injured on 20mph and Page 102 of 228
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30mph roads in the 12 months following the speed limit change compared to the previous year. 2.10 Further afield, in May 2021 Spain introduced a new speed limit of 30 km/h on single-lane urban roads in towns and cities. A first evaluation of crash data for the year 2021 compared with 2019 shows that the number of deaths in road crashes on urban roads has decreased by around 25%, which means 97 fewer deaths. The number of fatal pedestrian crashes went down by 32%. 2.11 Recent research also shows people hit by a car driving at 30mph are seven times more likely to die than if they were hit at 20mph. 2.12 Falkirk Council has previously piloted the introduction of a 20mph speed limit at Airth. Whilst the outcome of their trial is not currently known, it is important to note public opinion in their council area in relation to the lowered speed limits. Prior to the pilot site, there was over two-thirds opposed to the roll-out of 20mph speed limits throughout their area. For Airth 20mph speed limit specifically, over 70% of their community supported the proposals. Collision / Casualty Statistics 2.13 Using Police Scotland’s road collision database, data relating to injury accidents for a 5- year period (2020 to 2024) across North Lanarkshire has been collated. It is important to note that the data presented includes the Trunk Road network for which the Council has no remit. See tables below. Table 1 Average Annual Collision Rate per Km (2020 – 2024) Speed Limit Slight Collisions Serious Collisions Fatal Collisions Total Collisions Km of network Collision rate per km 20mph 2 1 0.2 3.2 62.7 0.051 30mph and above 134 69.6 6 209.6 1666 0.126 Table 2 Average Annual Casualty rate per Km (2020 to 2024) Speed Limit Slight Casualty Serious Casualty Fatal Casualty Total Casualties Km of network Casualty rate per km 20mph 2.8 1 0.4 4.2 62.7 0.067 30mph and above 189.0 78.8 6.2 278.0 1666 0.167 2.14 Tables 1 and 2 above highlight that both collision and casualty rate per km of road network are lower when roads are subject to 20mph, compared to those with speed limits of 30mph and above. The reductions highlighted exceed those within the case studies referenced above. However, relying on accident rate per kilometre as a sole collision metric has its limitations. For example, it doesn’t distinguish between low and high trafficked roads. Page 103 of 228
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2.15 The number or kilometre of roads currently subject to a 30mph speed limit but to be reduced to 20mph is not currently known, as assessments are continuing in this regard. However, a 50% reduction is not an unreasonable projection at this stage. This equates to 535km of roads in North Lanarkshire with 30mph speed limits reducing to 20mph. 2.16 By applying a conservative reduction rate of 20% for collisions and casualties which is consistent with some of the case studies referenced above, we can estimate that lowering the speed limits to 20mph could result in annual collisions reducing by 42 from 209, and similarly for casualties, annually these could reduce by 55 from 278. 2.17 The current estimate for the rollout of 20mph speed limits across North Lanarkshire ranges between £1M and £2M. This will require funding from the Council’s existing budget if funding from the Scottish Government is not available, as the external funding position available to each local authority is not currently known. For reference, the total budget available nationally was £10M for local authorities who were in a position to implement before April 2026. Budget availability beyond April 2026 has yet to be confirmed. To date only three councils in Scotland have fully completed the roll out of 20mph speed limit across their network; Aberdeenshire Council, Highland Council and Scottish Borders Council. 2.18 It should be noted that the above costs are current estimates, and, as such, should be taken with caution until all the streets which it is proposed should be subject to a lowered 20mph speed limit are agreed. It may be possible that additional streets are added or removed following consultation, the process of which is outlined below. Next Steps 2.19 Assessments of over 4,000 roads across North Lanarkshire are continuing which will determine 30mph roads considered appropriate to be lowered to 20mph. As outlined above, A and B class roads are expected to largely maintain their existing 30mph speed limit, unless they meet the place-based assessment criteria outlined by Transport Scotland. This typically may include town centres, near schools, or areas with a significant presence of vulnerable road users. 2.20 The intention thereafter is to map the streets with the proposed lowered speed limit on an interactive GIS system. The maps will be shared with local elected members in a future members’ briefing session prior to public consultation currently estimated to commence in Summer 2026. 2.21 A pragmatic and balanced approach to managing road safety whilst also maintaining economic growth opportunities will be adopted. It should be noted that roads currently subject to 40mph speed limit or higher, or dual carriageways are not considered appropriate as part of this process. 2.22 Typically, any changes to speed limits require the successful promotion of a Traffic Regulation Order (TRO). This process can take between six and nine months to complete, is very resource intensive and can be objected to by members of the public or other parties. Page 104 of 228
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2.23 Temporary Traffic Regulation Orders (TTRO) could be considered an alternative route to implement 20mph speed limits, facilitating expedited progress and allowing the wider community time to experience the change and for the lower speed limit to be monitored and evaluated over a maximum period of 18 month. 2.24 The preferred route for implementing the lower speed limits will be confirmed when the assessment process is concluded. Irrespective of the route adopted, there will be the need for engagement with neighbouring authorities to ensure cross boundary speed limits are consistent and enforceable. 3. Measures of success 3.1 Implementation of lower speed limits on appropriate roads 3.2 Progression towards meeting Transport Scotland’s Road Safety Framework to 2030 targets for reduction in the number and severity of recorded road injury collisions across the Council’s network. 4. Supporting documentation 4.1 Transport Scotland’s 20mph Speed Limit Implementation Guide - 20mph Speed Limits in Scotland. Pamela Humphries Chief Officer (Place) Page 105 of 228
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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? Implementation costs are currently estimated to cost between £1M and £2M and these costs will need to be met from existing budgets if external funding is not available. 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? Legal / Committee Services will need to input into any Traffic Regulation Order process to reduce vehicle speeds. Page 106 of 228
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5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? A communication strategy will be required to outline the initial proposals and thereafter how to implement. 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? Service risk – lack of buy-in from key stakeholders. Risk Mitigation – the status quo in relation to existing speed limits will remain. Page 107 of 228
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5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 108 of 228
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North Lanarkshire Council Report Environment and Climate Change Committee Does this report require to be approved? ☒ Yes ☐ No Ref LR/SW Date 29/04/26 Roads Asset Management Plan 2026-2030 From Lyall Rennie, Chief Officer (Community Operations) E-mail renniely@northlan.gov.uk Executive Summary The Roads Asset Management Policy and Plan (RAMP) set out the approach for the management of North Lanarkshire’s Roads assets for the next four years and beyond, by implementing strategies that support and deliver the Roads Asset Management Policy objectives. The RAMP establishes a comprehensive and structured framework for managing the council’s critical infrastructure assets. By aligning with national, regional, and corporate priorities, the plan aims to ensure that asset management activities support wider strategic goals while providing a consistent, evidence-based approach to maintenance, renewal, and long-term planning. The Plan also sets out the key opportunities and financial challenges facing the service, emphasising the need for ongoing and sustained investment to maintain agreed service standards. Through this approach, the Plan aims to strengthen the long-term resilience and performance of the network, improve customer satisfaction, and ensure that the road infrastructure continues to meet community needs both now and in the future. Recommendations It is recommended that the Environment and Climate Change Committee: (1) Approve the Roads Asset Management Policy (Appendix 1); and (2) Approve the Roads Asset Management Plan (Appendix 2). The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (25) Ensure intelligent use of data and information to support fully evidence based decision making and future planning Programme of Work Statutory / corporate / service requirement Page 109 of 228
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1. Background 1.1 North Lanarkshire Council’s Corporate Asset Management Plan (CAMP) was approved at Finance & Resources Committee on 14 September 2022. 1.2 The Roads Asset Management Plan (RAMP) is identified as one of the documents required by the CAMP. The overall aim of the RAMP is to provide a sustainable Public Road network that is safe and will support The Plan for North Lanarkshire to generate and promote growth in business, leisure and everyday living within our communities. 1.3 The Public Road network represents the Council’s largest and most prominent community asset, with a gross replacement value of £4.5 billion. It is relied upon daily by residents, businesses, and visitors, and plays a vital role in supporting the economic, social, and environmental wellbeing of our communities. The condition and performance of this network shape the character and quality of the areas it serves and make a significant contribution to achieving the Council’s broader strategic vision and commitments. 1.4 In order to meet the demands placed on it, it is crucial that the Public Road network is adequately maintained. Continuing growth in traffic has brought an increasingly widespread recognition of the importance of these assets and the high value placed on it both by users and the wider community. 1.5 The RAMP has been prepared in line with the nationally adopted common framework developed through the Scottish Collaboration of Transport Specialists (SCOTS) Road Asset Management Project, which is supported by all 32 Scottish Local Authorities. 1.6 The RAMP and associated sub-reports will be used to inform elected members of the long‑term investment requirements for the council’s assets, setting out both the resources needed to maintain the network and the implications of underfunding. It will provide a transparent basis for understanding how different levels of investment influence condition, performance, risk, and long‑term cost. 2. Report 2.1 The Road Asset Management Policy formalises the Council’s commitment to the principles of Asset Management, clearly defines responsibilities and details policy requirements across 9 policy categories of SCOTS Roads Asset Management Practices to be adopted assessed and where necessary revised. 2.2 The Policy guides the management of Council’s roads assets to ensure that:- • Assets continue to deliver a service to the community at an agreed level of service, • There is clear direction for staff to make informed decisions, • Legislative requirements are satisfied, • Exposure to risk is limited to acceptable levels, • Asset purchases or construction are only approved after whole of life costs and benefits are assessed. Page 110 of 228
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2.3 The Roads Asset Management Plan (2026 to 2030) sets out the Council’s approach for the management of the council’s road assets for the next four years by implementing strategies that support and deliver the Policy objectives. 2.4 The RAMP sets out a structured approach to: • Managing a diverse range of road assets • Improving lifecycle planning • Targeting capital and revenue funding • Demonstrating value for money • Aligning service delivery with national, regional, and corporate priorities 2.5 The Plan aligns with both national and local transport strategy and the principles of Well Managed Highway Infrastructure Code of Practice. 2.6 Assets are defined into 6 distinct groups in accordance with the Chartered Institute of Public Finance and Accountancy (CIPFA) Code of Practice on Transport Infrastructure Assets: • Carriageways • Footways and Cycleways • Street Lighting • Structures • Traffic Management and • Street Furniture. 2.6 It is widely recognised that the application of modern asset management practices can enable improved value for money. In these challenging times is it essential that the Council embraces these methods and strives to ensure that funding is invested as wisely as possible. This Plan forms an important part of the Council’s commitment to apply good asset management to roads. 2.7 The Plan will also take account of the infrastructure renewal programmes procured through historic, current and future Revenue and Capital budgets and assess to what extent these investments have arrested depreciation of the asset as a whole. On this basis future plans will be able to indicate; if funding is sufficient to arrest depreciation or what funding is required to enable this to happen or what funding is necessary to improve the asset year on year. The RAMP will also help prioritise infrastructure renewal projects to make the most efficient use of the funding available. 2.8 The RAMP recognises that customer expectations around road condition and safety continue to rise, with the public increasingly sensitive to issues such as potholes and other reactive defects. This growing demand reinforces the importance of shifting from a reactive approach to one that places greater emphasis on planned & preventative maintenance to improve long‑term network condition and value for money. Page 111 of 228
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2.9 The Plan highlights the need for improved communication, transparency, and more accessible public information about how roads are managed. It sets out enhancements to digital reporting and feedback mechanisms, alongside clearer public‑facing explanations of how works are prioritised and programmed. Together, these measures aim to strengthen trust, improve customer understanding, and support more efficient service delivery. 2.10 The RAMP includes SCOTS Core Performance Indicators, covering: • Carriageway condition • Footway safety and condition • Structural inspections and Bridge Condition Indicators (BCI) • Lighting safety, energy performance, and column age profiles • Traffic signal controller lifecycle and resilience. The Service Standards reflect affordable levels of service at current funding, while identifying gaps where further investment is required. 2.11 The Plan establishes a clear set of objectives designed to strengthen the management and long-term sustainability of the road network. This also reinforces commitment to environmental sustainability, safety improvement, and the promotion of healthier, more active travel choices. Alongside this, the Plan prioritises cost-effective lifecycle planning to maximise the value of available resources, while enhancing the quality, consistency, and use of asset data to support more robust performance management and informed decision-making. 3. Measures of success 3.1 The Roads Asset Management Plan will result in a long-term strategy for the sustainable and affordable maintenance of all Council owned roads assets. 4. Supporting documentation Appendix 1 – Roads Asset Management Policy Appendix 2 – Roads Asset Management Plan Lyall Rennie Chief Officer (Community Operations) Page 112 of 228
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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 ☐ Page 113 of 228
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The RAMP highlights the current sustainability practices, policies and objectives within the management of the road network. Primarily focused on achieving best value from our existing resources, reducing carbon emissions and energy consumption, while increasing the use of recycled materials as appropriate. 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). Page 114 of 228
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If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 115 of 228
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ROADS ASSET MANAGEMENT POLICY VERSION 1.1 APRIL 2026 Page 116 of 228
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ROADS ASSET MANAGEMENT POLICY V1.1 1 This Policy aligns our road asset management processes and procedures with our corporate goals and objectives. We recognise the vital role played by the local road network in supporting the Authority’s vision and its strategic transport goals. 1. The road infrastructure is a vital element in providing an integrated transport system that helps promote equality of opportunity for all our residents by improving the connectivity and accessibility of our transport system. 2. The road infrastructure is this Council’s most valuable asset, a fundamental component of long-term planning is to ensure the asset base is preserved and replenished in a sustainable way without imposing an undue financial burden on future generations. 3. The Council is committed to making the best use of its budgets and will employ an asset management approach for the maintenance of the transport infrastructure and assets, in order to help deliver the vision for local people. 4. The Road Asset Management Plan (RAMP) will set out how this policy will be delivered. 5. The Council’s RAMP will seek to deliver a road network that is fit for purpose and supports a transport system that: • Promotes the growth of a sustainable local economy. • Improves quality of life for the people of North Lanarkshire. • Makes the most of our assets. This strategy also incorporates the vision and objectives of the Local Transport Strategy. As a Roads Authority with almost 1,700 km of carriageway and 2,300km of footways to maintain, North Lanarkshire Council must manage this network under increasing pressures from: • Growing traffic volumes, particularly heavy goods vehicles, increasing network demands • Reducing real terms budgets, limited resources, and the need to deliver efficiencies. • Rising customer expectations, Increasing demands and greater public accountability. • Environmental and climate change pressures. North Lanarkshire has adopted a coordinated asset management approach to demonstrate that assets are being managed in a way that stakeholder demands, Page 117 of 228
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ROADS ASSET MANAGEMENT POLICY V1.1 2 expectations, and asset performance are delivered. The asset management approach enables us to make well informed decisions to ensure the best allocation of scarce resources for the management and operation of the road infrastructure. Over the period of the Council Plan the RAMP will show what pressures are being put on the road infrastructure and how resources are being managed to meet them. Page 118 of 228
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ROADS ASSET MANAGEMENT POLICY V1.1 3 INTRODUCTION This Policy statement formalises the Council’s commitment to the principles of Asset Management and details policy requirements across 9 policy categories. Asset Management practice will be assessed against these policies on an annual basis and where necessary revised. SCOPE This Policy statement applies to the creation/construction, acquisition, operation, maintenance, rehabilitation and disposal of all Council Road Assets. POLICY OBJECTIVES This policy guides the management of Council’s Assets to ensure that: − Assets continue to deliver a service to the community at an agreed level of service. − There is clear direction for staff to make informed decisions. − Legislative requirements are satisfied. − Exposure to risk is limited to acceptable levels. − Asset purchases or construction are only approved after whole of life costs and benefits are assessed. − Clear allocations of responsibilities for the management of each class of asset are given. Assets shall be managed to effectively support The Plan for North Lanarkshire, ‘a shared ambition for inclusive growth and prosperity for all’ where North Lanarkshire is the place to Live, Learn, Work, Invest and Visit. Page 119 of 228
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ROADS ASSET MANAGEMENT POLICY V1.1 4 DEFINITIONS − Assets: Any physical item that Council acquires or constructs which gives benefit or service to the community. − Asset Register: A record of asset information considered worthy of separate identification. − Asset Life: Time from construction or acquisition to disposal. − Asset Management: Activities and practices through which Council optimally manages its physical assets over their lifecycle for the purpose of achieving the organisational strategic plan. − Asset Managem ent Plan: A plan that details financial and technical treatments over the life of the asset to allow the asset to maintain an agreed level of service. − Level of Service: The service standard set for an asset group/type. − Whole Life Costs: Total cost of an asset over its entire life including Capital, Maintenance and Disposal Expenditure. − Capital Expenditure: Any expenditure that is used to procure or construct: a new asset, upgrade the capability of an asset, make improvements to an asset, make additions to an asset or replace an asset. − Revenue/ Maintenance Expenditure: Any expenditure that allows an asset to continue providing the agreed level of service until the end of life is reached. − SCOTS: Society of Chief Officers of Transportation in Scotland. − RAMP: Road Asset Management Plan. − Road Asset: Physical item maintained by the Roads Service identified in section 2 of the Road Asset Management Plan. Page 120 of 228
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ROADS ASSET MANAGEMENT POLICY V1.1 5 POLICY DETAILS 1. Asset Planning − Council will adopt an asset management planning approach for the management of infrastructure assets including the application of life cycle cost analysis as advocated in the SCOTS Asset Management Framework. − Prior to acceptance, proposed Capital Works projects shall be subjected to technical and life cycle cost evaluation and prioritised using predetermined criteria developed to satisfy the goals of the Council and the RAMP. − Wherever possible predictive modelling will be used to develop and implement preventative maintenance programs to ensure lowest life cycle costs. 2. Community Expectations − All road services will align with the Climate Change Commitment set out by North Lanarkshire Council. − Council will regularly review its asset inventory and identify opportunities for rationalisation in line with community requirements. 3. Risk Assessment and Management − Council will maintain a programme of regular inspections of assets to minimise risk to the community based on legislative requirements. − The council will maintain and regularly review a Road Asset Risk Register that will identify the risks associated with the council’s Road infrastructure and record the controls in place to manage them. − 4. Asset Accounting − Council will maintain asset registers to the level of detail required to meet the requirements of the NLC RAMP. − Useful service life shall be determined and given to each asset group / type or component based on past experience and current benchmarked standards. − Annual Depreciation costs will be reported annually with gross replacement and depreciated replacement cost figures. Page 121 of 228
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ROADS ASSET MANAGEMENT POLICY V1.1 6 5. Budget Allocation − The council budgets for Roads including the funding for all asset construction, maintenance, rehabilitation and replacement shall be guided by Council’s RAMP. − The capital and revenue programmes will be reviewed as required taking into account the status of each asset and the level of service desired. − A rolling 5-year programme of proposed capital works will be developed linked to the Road Asset Management Plan and long-term financial plans. 6. Road Asset Management Plan − Council will further develop the RAMP covering all the councils Road Assets including carriageways, footways, street lighting, structures, traffic signals and street furniture. − The Asset Management Plan sets out for each asset group/type: o Predicted future changes in demand and Levels of service required. o The investment required in the maintenance, renewal and replacement of assets required to meet the levels of service. o Methods of performance monitoring and appraisal. o Financial projections and the risks associated with the plan. 7. Road Maintenance Manual − The council will develop a manual detailing how Road maintenance is carried out. − The Road maintenance manual will define how and when we: o Inspect, categorise and prioritise reactive repairs. o Assess condition, identify and prioritise sites for renewal or replacement. o Choose the materials used and prepare works programmes. o Procure, manage works, record and report costs. o Record and respond to customer contacts. Page 122 of 228
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ROADS ASSET MANAGEMENT POLICY V1.1 7 8. Reporting − The council will develop condition and option reports as required to support future capital bids. − A revised asset management plan will be developed to support future capital programmes. − Annual performance reports on the major asset groups will be submitted to Committee. 9. Roles And Responsibilities Council − To act as custodians of community assets. − To set corporate asset management policy with linkage to The Plan for North Lanarkshire 2021. − To set agreed Levels of Service and Levels of Acceptable Risk. − To allocate budgets to achieve the levels set. − To ensure appropriate resources for Asset Management activities are made available. Chief Executive Officer / Executive Team − To provide strategic direction and leadership. − To ensure there is continuous improvement in asset management. − To ensure accurate and reliable asset information is presented to Council. Managers and Staff − To implement the Asset management policy and plan with agreed resources. − To develop and implement improvement plans for individual asset groups. − To develop and implement Maintenance and Capital Works programs in accordance with Asset Management Plan and budgets. − To deliver levels of service to agreed risk and cost standards. Page 123 of 228
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N ROADS ASSET MANAGEMENT PLAN V2.03 NORTH LANARKSHIRE COUNCIL VERSION 2.03 APRIL 2026 Page 124 of 228
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2 Table of Contents Foreword ............................................................................................................................................................................................................................................................. 5 Document Control & Council Approval ........................................................................................................................................................................................................... 6 Responsibility for the Plan ................................................................................................................................................................................................................................ 6 The responsibility for the delivery of and updating of this plan are shown below: .......................................................................................................................... 6 1. Introduction ........................................................................................................................................................................................................................................... 7 1.1 Overview ............................................................................................................................................................................................................................................ 7 1.2 Purpose ............................................................................................................................................................................................................................................. 7 1.3 RAMP and Other Plans .................................................................................................................................................................................................................... 8 ........................................................................................................................................................................................................................................................................... 8 ........................................................................................................................................................................................................................................................................... 8 2 Road Assets ................................................................................................................................................................................................................................................. 9 2.1 Road Assets covered by the RAMP ................................................................................................................................................................................................ 9 2.2 Inventory Data .................................................................................................................................................................................................................................. 9 3 Customer Expectations ........................................................................................................................................................................................................................... 10 3.1 Introduction ................................................................................................................................................................................................................................... 10 3.2 Key Stakeholders ........................................................................................................................................................................................................................... 12 3.2.1 List of Stakeholders .................................................................................................................................................................................................................. 12 3.3 Information Publication ............................................................................................................................................................................................................... 13 3.3.1 Freedom of Information (FOI) requests ................................................................................................................................................................................. 13 3.3.2 Other recurring queries ........................................................................................................................................................................................................... 13 3.4 Communications Channels and Processes................................................................................................................................................................................ 13 3.4.1 Online – Council Website ......................................................................................................................................................................................................... 14 Page 125 of 228
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3 3.4.2 Reporting of Issues ................................................................................................................................................................................................................... 14 3.4.3 Collecting Feedback .................................................................................................................................................................................................................. 14 4 Our Road Asset Management Objectives ............................................................................................................................................................................................. 15 5 Demands ................................................................................................................................................................................................................................................... 16 5.1 Asset Growth ................................................................................................................................................................................................................................. 16 5.2 Traffic Growth and Composition ................................................................................................................................................................................................. 16 5.3 Environmental Conditions ........................................................................................................................................................................................................... 16 5.4 People and Competency .............................................................................................................................................................................................................. 18 6 Service Standards .................................................................................................................................................................................................................................... 19 6.1 SCOTS CORE PERFORMANCE INDICATORS ................................................................................................................................................................................ 19 6.2 Performance Management .......................................................................................................................................................................................................... 21 7 Financial Summary .................................................................................................................................................................................................................................. 22 7.1 Asset Valuation .............................................................................................................................................................................................................................. 22 7.2 Planned Funding ........................................................................................................................................................................................................................... 23 8 Asset Investment Strategies ................................................................................................................................................................................................................... 24 8.1 Investment between Asset Types ............................................................................................................................................................................................... 24 8.2 Carriageways Investment Strategy ............................................................................................................................................................................................. 26 8.3 Footways Investment Strategy .................................................................................................................................................................................................... 27 8.4 Carriageway and Footway Strategy Overview ........................................................................................................................................................................... 27 8.5 Street Lighting Investment Strategy ........................................................................................................................................................................................... 28 8.6 Structures Investment Strategy ................................................................................................................................................................................................... 29 8.7 Traffic Signals ................................................................................................................................................................................................................................. 30 8.8 Street Furniture ............................................................................................................................................................................................................................. 32 9 Risk Management .................................................................................................................................................................................................................................... 33 Page 126 of 228
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4 9.1 Approach ........................................................................................................................................................................................................................................ 33 9.2 Scenario Likelihood ....................................................................................................................................................................................................................... 33 9.3 Risk Consequence ......................................................................................................................................................................................................................... 33 9.4 Risk Evaluation ............................................................................................................................................................................................................................... 35 10 Risks ..................................................................................................................................................................................................................................................... 36 Page 127 of 228
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5 Foreword The public road network in North Lanarkshire is the council’s largest and most visible community asset, with a gross replacement value of more than £3 billion. It is used every day by our residents and businesses, and it plays a crucial role in supporting The Plan for North Lanarkshire, which guides our collective direction. This includes our partners, stakeholders and most importantly our diverse communities and the people who live, learn, work, invest and visit here. Given its importance, it is essential that this asset is effectively managed, maintained and enhanced. The Roads Asset Management Plan (RAMP) supports this by providing a strategic framework for how resources are allocated, prioritised and applied to the management of our road infrastructure. Our aim is to deliver a network that is safe, reliable, and fit for purpose both now and in the long term. Achieving this requires a balance between routine maintenance, targeted renewal, and strategic improvement. It also demands a commitment to continuous improvement, ensuring that our practices evolve in response to climate change, technological advancements, and the changing needs of our communities. Through this plan, we reaffirm our commitment to responsible asset stewardship, value for money, and delivering a high‑quality roads and infrastructure network that supports the well‑being and prosperity of all who rely on it. We look forward to working with partners, stakeholders, and our communities as we implement this plan and work towards a more connected, sustainable, and resilient future. Councillor Helen Loughran Convenor of Environment & Climate Change Lyall Rennie Chief Officer (Community Operations) Pamela Humphries Chief Officer (Place) Page 128 of 228
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6 Document Control & Council Approval Document Control Version Number / Date Approved by Council V2.03 Approved by Environment & Climate Change Committee April 2026 Next Update Due Date Responsibility for the Plan The responsibility for the delivery of and updating of this plan are shown below: Council Officer Responsible for Scott Walker (Roads & Assets Services), Stewart Barr (Infrastructure Manager) Informed Decision making and identifying where improvements to the service can be made. Paul Mahoney (Asset Services Manager) Ensuring the RAMP is updated and suitable Data management and work programming procedures are implemented. Mamadou Jalloh (Strategy Team Leader) Elaine Nicol (Roads Maintenance Manager) Gary Wood (Transportation Manager) John Scott (Engineering Manager) Ensuring the RAMP continues to be aligned to operational requirements. Page 129 of 228
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7 1. Introduction 1.1 Overview Our Road Asset Management Policy confirms our commitment to asset management and aligns our approach with the Council’s Corporate Asset Strategy and the SCOTS Road Asset Management Framework of Recommended Practices. This Asset Management Plan links to the Council’s Corporate Asset Management Plan and translates the corporate objectives into clear, concise, and aligned road asset management objectives. Additionally, this Plan also provides high-level strategies that direct and support the development of the individual asset-specific maintenance process and procedures. This Road & Asset Management Plan (RAMP) outlines the council’s overall strategy and its intentions for how to manage the local road network to achieve asset management objectives. This plan considers stakeholder expectations, existing and future projected demands on the road assets, anticipated resources, and risks, to deliver service standards which provide the greatest benefit against our objectives and strategic outcomes. The RAMP sets out North Lanarkshire Council’s plans for the Road Assets for the period 2026-2030. The RAMP defines the Council’s plans for the maintenance of the “Road Asset” which comprises of carriageways, footways, structures, street lighting, traffic management and street furniture. 1.2 Purpose The purpose of RAMP is to: Formalise strategies for investment in road asset groups. Define service standards. Improve how the road asset is managed. Enable a better value for money road service to be delivered. Page 130 of 228
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8 1.3 RAMP and Other Plans The Road Asset Management Plan relates to other National, Regional and Council plans as illustrated below: National Transport Strategic Transport National Code of Practice – Well Maintained Regional Economic Regional Transport NLC Priorities and NLC Active Travel Strategy NLC Roads and Infrastructure Service North Lanarkshire Council Road Asset Management Plan THE PLAN FOR NORTH LANARKSHIRE Page 131 of 228
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9 2 Road Assets 2.1 Road Assets covered by the RAMP 2.2 Inventory Data This plan is based upon currently available inventory data for road assets, i.e. carriageway, structures, street lighting, and traffic signals. Footway and street furniture is based on an estimated inventory. Also, for some minor road assets inventory data is not currently held, however, an attempt has been made to incorporate these assets within this plan using local estimates and sample surveys. A plan to improve asset data forms part of the council’s Road Asset Data Management Plan Carriageways 1,671 kilometres (9.2 million square metres) Footways 2,613 kilometres Footpaths 617km Structures 541 no. Street Lighting Columns 64,330 no. Illuminated Signs 2,772 no. Illuminated Bollards 658 no. Traffic Management Systems 65 Controlled Junctions 182 Signalised Pedestrian Crossings Grit Bins 2,924 no. Weather Stations 5 no. The Plan also covers the following assets which are estimated where data is available. Road Drainage Assets (Drainage systems, Gullies, Ditches, Trash Screens, etc) Non-illuminated Signs (7,205 no.) Non-illuminated Bollards (658 no.) Pedestrian Barriers (10,247 ln m) Safety Fences (circa 84.7km) Street Name Plates (8,242 no.) Verge Marker Posts (168 no.) Bus Shelters (666 no.) Electric Car Charging Points (97 no.) The RAMP covers the Council assets that are maintained by Roads or Infrastructure Service and are directly linked to the Public Road network. There are many other similar assets that are owned by the Council but are the responsibility of other Council departments and therefore are not covered in this RAMP, e.g. non-public car parks, private bridges, core paths, public rights of way and water related infrastructure that does not form part of the road network. Page 132 of 228
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10 3 Customer Expectations 3.1 Introduction There has been an increasing interest in how local government can improve both its customer focus and customer relations. A key to this is an understanding of what drives customer satisfaction, this would enable the Council to prioritise investment in service improvements based on their likely impact on customer satisfaction. However, this is a difficult task as the improvements the public have experienced in other areas of the private sector has led to rising expectations in the services the Council provides, and therefore there are major challenges in meeting those expectations. Our aim is to provide as much of a positive customer experience as possible. The information above details the number of enquiries received by the service throughout 2025. Each enquiry is assessed and inspected by one of our 12 road inspectors or 3 lighting inspectors. Where defects are identified that meet the relevant criteria and associated risk level, instructions are issued to our contractor in line with our Risk Based Approach. This Policy also sets out the Service’s safety inspection strategy, ensuring all priority routes are inspected monthly and all residential roads are inspected at least once each year. Effective asset management relies heavily on managing expectations. To illustrate the scale of the challenge in maintaining the road network, it is worth noting that carriageway widths typically range from around 5.5 m on residential streets to approximately 7.3 m on higher‑speed principal routes. Even applying the minimum width of 5.5 m across our 1,670 km of adopted carriageway results in an estimated 9.2 million square metres of road surface that the service is responsible for maintaining. The cost of reactive maintenance (e.g. responding to an individual pothole) is far greater per square metre than planned activities such as resurfacing a section of road. Reactive repairs deliver poorer long-term value and contribute to a cycle of repeat interventions, hence the Enquiries Received During 2025 Asset Type Number of Enquiries Carriageways / Potholes 3219 Drainage / Flooding 1515 Footways / Potholes 1117 Street Furniture 838 Street Lighting 2003 Vegetation 191 Winter 374 Page 133 of 228
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11 Service is focused on reducing the volume of reactive works and prioritising planned, preventative schemes. Planned resurfacing offers greater efficiency, longer asset life, and better value for money. Public‑facing communications will primarily be delivered through the Council’s website. For a number of Roads‑related functions, customers will be able to access programme information for specific road activities. However, it is recognised that the current approach to communicating Roads activities can be improved to better meet the needs of our communities and stakeholders. Improved communication is essential to engaging effectively with all stakeholders and gathering meaningful customer intelligence that can be used to enhance our services. Strengthening how we communicate will also help build stronger relationships with key partners and make it easier for people to understand what we do and how we do it. Clear, accessible information supports the achievement of our organisational objectives and helps demonstrate value for money. Enhancing communication will also ensure that up‑to‑date information on Roads activities, such as when and where works are taking place and how long they will last, is readily available. It allows us to explain why road works are necessary and the methods used to carry them out, helping to demonstrate the success and value of the service. Ultimately, better communication will ensure people remain well‑informed and will help challenge and change any negative perceptions of the Roads Service. The Council works hard to ensure that local people, businesses, stakeholders and partners are informed about the detail of any work on their doorstep. A range of communication tools are used to ensure people are kept informed about what is happening and when it is happening. Communications / Social media (X (Twitter)) Advance warning signs for roadworks Roads Asset Management Plan North Lanarkshire Council Website Page 134 of 228
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12 3.2 Key Stakeholders Identification of key stakeholders is essentially for effective asset management communication; it is necessary to identify not just what you are communicating but also with who. Stakeholder lists have been split into internal and external stakeholders. 3.2.1 List of Stakeholders Table 3.1 – List of Internal Stakeholders Table 3.2 – List of External Stakeholders Internal Stakeholder(s) Responsibility / influence Council / Elected Members Ultimate decision making Council Leader Decision making Portfolio Holder Portfolio responsibility and decision making Chief Executive / Depute Chief Executive / Chief Officers Decision making Managers Decision making & Connections between Services Team Leaders Lead delivery and implementation Team Members Delivery of service Finance / Legal / HR Team Specialist advice / reporting Communications Team Information sharing and promotion Transport Scotland Community Groups / Community Councils North Lanarkshire residents Bus Operators Non-resident road users Glasgow Bus Partnership Business community Network Rail Neighbouring authorities Scottish Canals Strathclyde Passenger Transport (SPT) Scottish Water Glasgow City Region Partners Page 135 of 228
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13 3.3 Information Publication The Council publish annual performance reports covering Council services as a whole. As part of this some road indicators are included such as: o Condition of roads and pavements o Information of additional funding received o Customer satisfaction In addition to this to ensure both ease of update and transparency of figures annual asset performance reports are produced as part of the RAMP. More information can be found in section 6 of this Plan (Service Standards). 3.3.1 Freedom of Information (FOI) requests Where FOI requests for similar subjects recur, the aim is to produce these are readily available frequently available datasets. This has the advantage of both time saved by The Council and quicker access to data for requestors. 3.3.2 Other recurring queries Other queries and recurring requests are also considered for information publication or even clarifying of existing data provided. A prime example on this is the process of prioritising planned maintenance (for example resurfacing). The current revision of the RAMP has separated this into its own section with clear, detailed information on how we select works to be undertaken. This is present in section 7 of the RAMP (Forward Works Programme and Prioritisation). 3.4 Communications Channels and Processes The council recognises the diverse needs across different stakeholder groups and aspires to provide data and information in formats that are relevant to need. Effective communication and coordination of road works are essential to maintaining a safe, efficient, and reliable road network. As a local authority, we have statutory duties under the New Roads and Street Works Act (NRSWA) to plan, manage, and supervise works on the public road in a way that minimises disruption, protects public safety, and ensures that all undertakers meet required standards. This includes responsibilities for noticing, inspecting, coordinating works between utilities and contractors, and ensuring reinstatements are completed to the correct specification. The Scottish Road Works Commissioner oversees compliance with these duties, promoting good practice, monitoring performance, and ensuring that all works are properly recorded and managed. The Commissioner’s national coordination platform Road Works Scotland provides a single, transparent portal for registering, coordinating, and reviewing road works activity. By Page 136 of 228
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14 using this system effectively, we support better planning, reduce conflicts and congestion, improve communication with stakeholders, and uphold our legal obligations while delivering a well-managed, accountable road network for our communities. 3.4.1 Online – Council Website The Council website contains a large variety of information relating to Roads in general within the area. These include (but are not limited to): o Gritting and Winter Service o Regulation and Enforcement o Street lighting and traffic signals o Road safety. 3.4.2 Reporting of Issues Stakeholders can report issues online through the website or over the phone. Roads issues are logged in our asset management system and safety inspectors are assigned to investigate and raise works orders where necessary. An emergency out-of-hours service is also available. 3.4.3 Collecting Feedback The Council collect feedback in a variety of formats, each webpage has a feedback option at the bottom of the page to collect stakeholder feedback and improvements are implemented when necessary. We are also initiating new ways of connecting with customers after the submission of requests and the completion of roadworks. This data is processed annually to see how we are performing against national and regional averages, more information on how we use this data is available in section 6 of the HIAMP (Performance Monitoring and Strategic Objectives). Page 137 of 228
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15 4 Our Road Asset Management Objectives Our Asset Management Objectives support the alignment with The Plan for North Lanarkshire and provides direction for the implementation of Asset Management Practices across the Roads Service. The Asset Management Objectives support the Road Service to: o Measure Performance o Communicate decision risks and opportunities o Provide a consistent approach to managing the asset Environmental Long-term option and planning analysis to minimise the environmental of impacts of maintenance. Safety Provide a safe network for all road users through the continuous refinement of the authority’s intelligence- led approach. Healthier Promote the healthier travel options through the provision of maintenance that priorities pedestrians and cyclists. Customer Engagement Engage with customers to understand their needs, priorities, and expectations to support the development of service standards and improve customer satisfaction. Page 138 of 228
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16 5 Demands 5.1 Asset Growth The asset grows each year due to the adoption of new Roads and construction of new Road links. Over the last 5 years (excluding Covid period) the following additional assets have been adopted by the council: − Carriageways 35 km − Footways 60 km − Street Lighting 3,500 New assets create the need for maintenance, management and associated funding in future years as these additional assets age. This is particularly relevant to street lighting as energy costs increase immediately exacerbating the effect of rising energy prices. 5.2 Traffic Growth and Composition Traffic over the last 15 years has increased considerably, placing increasing pressure on the Road network due to a significant increase in the general volume of traffic and in particular, large commercial vehicles. Data from Transport Scotland shows that total vehicle kilometres across all North Lanarkshire Council roads in 2023/24 was comparable to pre-pandemic levels. SPT’s study Freight Strategy for Strathclyde dated January 2017 highlights that 3,205 goods vehicles were registered within North Lanarkshire. This represents 10.92% of all registered goods vehicles in Scotland 29.8% of all registered goods vehicles within the Strathclyde area. Many of the council’s roads were not originally designed to accommodate this volume of traffic or the increased demands posed by heavier electric vehicles. With the level of proposed development over the next 5 years, an increase in traffic is inevitable. This will contribute to the accelerated wear and tear of the road assets and means increased levels of maintenance will be required in future. As a result, there is an escalating need for additional investment. 5.3 Environmental Conditions Pressure on the road asset continues to escalate due to a range of changing environmental conditions, including: Page 139 of 228
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17 Winter weather: Although the effect of climate change has in recent years seen milder winters, it is predicted that we are also likely to experience more severe events. The effects on our road condition can be significant with major damage to road surfaces. Flooding: Certain areas are susceptible to flooding, and recent events have resulted in significant impacts on the road network. Rainfall intensity: climate change is changing weather patterns resulting in more intense rainfall in localised areas. Warmer Summers: recent warmer summers have caused roads to melt, with excess bitumen bleeding to the road surface and increasing the likelihood of deformation defects (such as rutting) occurring, preventing the road surface from draining effectively. These environmental pressures are driving a need to review investment and revise service standards to reflect what is affordable, unless further funding is made available. Live Labs 2 North Lanarkshire Council is a lead authority in ADEPT’s Live Labs 2: Decarbonising Local Roads, a UK‑wide £30m programme funded by the Department for Transport. NLC leads the North Campus of the Centre of Excellence for Decarbonising Roads (CEDR). NLC’s leadership role in Live Labs 2 positions the council at the forefront of UK roads decarbonisation. Through innovation trials, cross‑sector collaboration, formal evaluation frameworks, and SME engagement, NLC is generating robust evidence to support low‑carbon materials and methods across all stages of the road asset lifecycle. This work will directly inform future maintenance strategies, investment planning, lifecycle modelling, and sustainability commitments within the Roads Asset Management Plan. Page 140 of 228
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18 5.4 People and Competency The Roads Service continues to operate under significant and ongoing pressure as it responds to changing demands on the road network alongside constrained resources. Our highly trained, experienced, and competent officers work diligently to prioritise, manage, and deliver essential services that support both organisational priorities and the objectives of the RAMP. However, without sufficient resourcing and effective workforce planning, the service faces increased risk of negative impacts on its ability to: contribute effectively to the Corporate Plan and wider strategic aims. Deliver the Asset Management Plan and associated objectives. Maintain operational resilience. Adapt to emerging and future challenges. • Drive service improvements. Support robust succession planning across key roles. The Service continues to investigate the use of new technologies, such as digital surveys and AI to support our existing resources. Page 141 of 228
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19 6 Service Standards This Plan is based upon delivering the service standards indicated below. The standards reflect the funding levels in section 7 and reflect the standards that Service users can expect from the Council’s Road assets during the Plan period. Details of how the specific measures shown below are calculated are included in the Road maintenance manual. 6.1 SCOTS CORE PERFORMANCE INDICATORS North Lanarkshire Council has set Service Standards aligned to the following key performance indicators defined by SCOTS Performance Group and forms part of the annual Performance Management Recommended Practice. Carriageways 2023/24 2024/25 Target Safety Percentage of Cat 1 defects made safe within response times. (* digital data disrupted during mobilisation) 89% 95%* 100% Percentage of Cat 2 defects made safe within response times. 93% 84%* 95% Percentage of safety inspections completed against target times 94% 90% 95% Condition Percentage of “A” Class road network which has been assessed as ‘consider for maintenance treatment’. 23.8% 23.6% 30% Percentage of “B” Class road network which has been assessed as ‘consider for maintenance treatment’. 31.0% 28.8% 30% Percentage of “C” Class road which has been assessed as ‘consider for maintenance treatment’. 31.1% 30.4% 30% Percentage of unclassified, non-principal Road’s network which has been assessed as ‘maintenance should be considered’. 34.6% 33.2% 35% Length (km) of carriageway treated 1.9% 1.7% 2.5% Page 142 of 228
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20 Footways 2023/24 2024/25 Target Safety Percentage of Cat 1 defects made safe within response times. (* digital data disrupted during mobilisation) 86% 94%* 100% Percentage of Cat 2 defects made safe within response times. 90% 87%* 90% Percentage of safety inspections completed against target times 83% 93% 90% Condition Length (km) of footway to be considered for maintenance treatment N/A Trial Underway Length (km) of footway treated 0.2% 0.3% 0.5% Street Lighting 2023/24 2024/25 Target Safety Percentage of Cat 1 defects made safe within response times. (* digital data disrupted during mobilisation) 94% 95%* 100% Percentage of Cat 2 defects made safe within response times. 97% 91%* 95% Condition Percentage street lighting columns that are over 40 years old (**Note 2023/24 was measured as over 30 years old) 13.4% 18.5% **30% Environment Average annual electricity consumption per Streetlight (kWh) 195.3 188.1 200 Page 143 of 228
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21 Structures 2023/24 2024/25 Target Safety Percentage of principal inspections carried out on time 100% 100% 100% Percentage of general inspections carried out on time 100% 100% 100% Condition Bridge Stock Condition Indicator (BCIav) 85 84.2 90% Bridge Stock Condition Index (BCIcrit) 68.5 67.9 80% Traffic Signals Resilience Percentage of signalised junctions with LED aspects 100% 100% 100% Percentage of signalised crossings with LED aspects 100% 100% 100% Condition Percentage of signalised junction controllers within life expectancy (20 years) 98.4% 100% 100% Percentage of signalised crossing controllers within life expectancy (20 years) 100% 100% 100% 6.2 Performance Management In addition to measuring our performance via the SCOTS & APSE process the service also monitors our performance through the Roads & Infrastructure Contract Performance Management regime. This allows us to report regularly on our performance against specific targets within the Performance Handbook for each period and ensure actions are taken as soon as possible to address in concerns. Most of the asset management performance data is updated annually, while other Roads and Transportation data is updated monthly or quarterly. Information will be available internally and will be reported to Committee through the Roads & Infrastructure Contract cyclic reports. Page 144 of 228
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22 7 Financial Summary 7.1 Asset Valuation The Asset Valuation figures provide a financial report of the Road asset. The Gross Replacement Cost (GRC) represents how much it would cost to construct the Road Infrastructure from a green field site utilising modern materials, technologies, and techniques (Modern Equivalent Asset – MEA) The depreciated replacement cost (DRC) illustrates the extent to which the asset has been consumed (used up). The annualised depreciation cost (ADC) represents the average annual investment required in planned maintenance (renewal of the asset) required to maintain the asset. Comparing the annual capital investment against this figure provides an indication of whether long term funding needs are being met (or not). As at 2025 the Road asset is valued as follows: Asset Value and Depreciation Asset Type Gross Replacement Cost (GRC) £’000 Depreciated Replacement Cost (DRC) £’000 Annualised Depreciation Cost (ADC) £’000 Comments Carriageways £1,961,120 £1,552,486 £36,788 Footways & Cycleways £552,708 £337,657 £9,890 Structures £592,145 £581,369 £10,776 Street Lighting £293,361 £142,348 £7,382 Street Furniture £43,435 £21,820 £2,261 Traffic Signals £15,490 £7,745 £1,033 Traffic Management £9,721 £6,325 £415 Land £1,115,409 Total £4,583,389,000 £2,642,005,000 £68,545,000 Page 145 of 228
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23 7.2 Planned Funding The service standard targets shown in section 5 are based upon the following funding levels. The funding for years 1 -3 is based upon the approved short-term budget as confirmed by the council . Funding beyond year 3 shown is indicative to allow the prediction of long-term condition. It has been assumed that a level of funding similar to current funding levels (the average of the last 3 years) will be provided. Any changes to these funding predictions in the future will require an update of this RAMP. Detailed figures will be provided in future reports. Asset Works Funding Allocated £k Long Term Annual Funding Required £k 2025-2026 2026-2027 2027-2028 2028 + Carriageways Reactive £3,460 £3,460 £3,460 Planned £7,010 £6,370 £6,410 Footways Reactive £1,159 £1,200 £1,200 Planned £1,408 £1,250 £1,260 Structures (Note: this does not include allowances for bridge renewals) Reactive £47 £55 £55 Planned £1,782 £1,755 £1,755 Street Lighting Energy Costs £2,728 £TBC £TBC Reactive £1,040 £1,040 £1,040 Planned £2,661 £2,660 £2,771 Traffic Signals Energy Costs Included in Street Lighting Energy Costs Reactive £149 £150 £150 Planned £500 £500 £500 Page 146 of 228
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24 Asset Works Funding Allocated £k Long Term Annual Funding Required £k 2025-2026 2026-2027 2027-2028 2028 + Street Furniture Reactive £567 Planned £128 8 Asset Investment Strategies The service is actively exploring the use of artificial intelligence and advanced digital solutions to enhance the management of the public road carriageway network. We aim to introduce more accurate, data‑driven approaches to condition assessment, defect identification, deterioration modelling, and investment planning. These technologies have the potential to significantly improve the consistency and efficiency of inspections, provide predictive insights to support earlier and more cost‑effective interventions, and strengthen the overall evidence base for asset management decisions. This work forms part of our wider commitment to modernising operational practices and ensuring that resources are targeted where they will deliver the greatest benefit to the network and local communities. The strategies in this section are being developed using predictions of future condition over a 20-year period. The predictions enable strategies to be created to look at the whole life cost of maintaining the asset. Using long term predictions means that decisions about funding levels can be taken with due consideration of the future maintenance funding liabilities that are being created. Investment strategies for the major asset types are summarised below. These strategies are designed to enable the service standards in section 6 to be delivered. 8.1 Investment between Asset Types While analysis in ongoing, initial indications estimate that in comparison to historical investment, future investment is planned to be: − Carriageways: level of Capital investment will require to increase to maintain a steady state. − Footways: level of Capital investment may require to increase slightly. − Structures: level of Capital investment maintained at similar levels (Assuming that any future bridge replacement is funded separately when the need is identified). − Street lighting; level of Capital investment is insufficient to maintain the asset. Increased investment required. Page 147 of 228
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25 − Traffic signals; level of Capital investment may require to increase to maintain a steady state. It is recognised that the Service is undergoing measures of efficiency savings. Generally, asset types depreciate slowly over a long period and therefore short periods of funding restrictions may not impact significantly on the overall condition of the asset. However, continued reduced investment would be detrimental to the condition of the Asset. Page 148 of 228
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26 8.2 Carriageways Investment Strategy Category Description Basis of Strategy Routine and Reactive Repair Repair of defect to current intervention standards and response times. The strategy emphasises the importance of delivering works on a planned basis wherever possible, thereby reducing dependence on reactive interventions. This approach is underpinned by the Risk‑Based Safety Inspection regime and informed by intelligence gathered through routine inspections and customer reports. In parallel, the Service is working with Hochtief to introduce more innovative and sustainable methods for pothole repair, although it is recognised that temporary repairs will remain necessary in certain circumstances. From Autumn 2026, the Service will implement a programme of planned patching ahead of winter to build resilience within the network. In addition, the availability of hotboxes will be brought forward earlier in the winter season to strengthen reactive repair capacity and improve overall response times. Preventative Maintenance A programme of preventative treatment or Roads in the initial stages of deterioration. The strategy proposes applying low-cost preventative treatments (such as surface dressing or rejuvenation) at an early stage, before roads deteriorate to a point where more extensive and costly repairs are required. While current investment levels are not expected to fully prevent some decline in overall network condition, the targeted use of appropriate preventative treatments will minimise deterioration and help maximise the value and effectiveness of available funding. Planned Maintenance Corrective Programme of resurfacing where a preventative treatment cannot be applied Where road surfaces have deteriorated to a level that only full resurfacing can provide a long‑term solution, these locations will be prioritised through the condition assessment process. Sites that cannot be addressed within current funding allocations will continue to be managed safely through interim measures until additional resources become available. Page 149 of 228
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27 8.3 Footways Investment Strategy Category Description Basis of Strategy Routine and Reactive Repair Repair of defect to current intervention standards and response times. The strategy emphasises the importance of delivering works on a planned basis wherever possible, thereby reducing dependence on reactive interventions. This approach is underpinned by the Risk‑Based Safety Inspection regime and informed by intelligence gathered through routine inspections and customer reports. In parallel, the Service is working with Hochtief to introduce more innovative and sustainable methods for pothole repair, although it is recognised that temporary repairs will remain necessary in certain circumstances. Planned Maintenance Corrective Programme of resurfacing/renewal of footways. The current level of investment is not expected to fully prevent some deterioration in footway condition; however, the targeted use of appropriate corrective maintenance treatments will help minimise the extent of decline and ensure resources are directed to where they will have the greatest impact. 8.4 Carriageway and Footway Strategy Overview The investment level is not sufficient to address all locations in need of resurfacing. As part of the SCOTS Roads Asset Management team a series of cost and condition projection tools have been developed for carriageways. This tool allows authorities to analyse what impact the current level of investment will have on the condition of their carriageway asset over the longer term. The SCOTS Road Condition Assessments is a collaborative project to aid authorities to evaluate the condition of their carriageway assets. National road condition assessments are undertaken each year using specialist vehicles equipped with lasers and high resolution cameras. The collected data is assessed, and a Road Condition Indicator (RCI) score assigned to both each road classification and the overall network. The RCI score indicates the percentage of the road network in need of maintenance. Unfortunately, this service is not provided for any other assets. Each Road classification is further broken down into one of three categories; Green – where the road is generally in a good condition Amber – where the road shows deterioration requiring investigation Red – where the road is poor overall and maintenance is required Page 150 of 228
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28 Our most recent condition assessment results for 2024/26 are shown below :- The current RCI of 31.3 is a slight improvement from the 2023/25 RCI - 32.6. The strategy currently aims to maintain the network in a steady-state condition. Work is ongoing to develop a condition indicator for the footpath network with significant trials of digital surveys completed in Cumbernauld. 8.5 Street Lighting Investment Strategy Category Description Basis of Strategy Routine and Reactive Repair Repair of defect to current intervention standards and response times. The completion of the lantern replacement programme with modern LED equivalent should be fully completed in 26/27. The street lighting maintenance regime aims to maximise planned work and reduce reliance on reactive repairs wherever possible. Planned activities will be informed by the programme of routine structural and electrical testing, ensuring that maintenance is scheduled based on asset condition and risk. The Roads Street Lighting team will continue to respond to individual fault reports in line with agreed service timescales. Where inspection findings identify an immediate safety concern, urgent action may be required, including the removal of lighting columns or the temporary disconnection of units. In such cases, there may be unavoidable delays before replacement lighting can be installed, depending on the availability of resources, materials, and funding. Planned Maintenance Corrective Programme of structural renewal Planned column replacements are undertaken annually based on the age, condition and fault levels prioritised by risk. A significant number of street lighting columns are now exceeding their service life. Additional investment is required to maintain this asset group. Road Classification Percentage Red Percentage Amber Percentage Green RCI A Class 2.97 20.64 76.39 23.6 B Class 3.72 25.03 71.25 28.8 C Class 3.58 26.86 69.56 30.4 Unclassified 5.03 28.13 66.84 33.2 Overall Network 4.47 26.85 68.68 31.3 Page 151 of 228
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29 The table below identifies the number of lighting columns that have exceeded their anticipated service life, along with an indicative cost for their replacement. Although these columns are beyond their nominal design lifespan, they continue to function effectively although some are now showing signs of deterioration. Height No of Columns Overhead Lines Replacement Cost Estimate <=6m 9801 524 £5,390,550 8m 2257 651 £1,410,625 10m 787 63 £550,900 12m 15 £10,500 12860 1238 £7,362,575 8.6 Structures Investment Strategy Category Description Basis of Strategy Routine and Reactive Repair Repair of defect to current intervention standards and response times. The strategy requires deploying works contractors, primarily the Council’s term service contractor, to carry out emergency repairs as well as non-emergency maintenance. The need for these works will be identified through general and principal bridge inspections, along with notifications and reports of bridge strikes or other structural damage. Strengthening (council structures) Strengthening of bridges currently assessed as being weak. Strengthening of bridges will primarily be driven by regular structural reviews and bridge assessments as the need arises. Refurbishment Refurbishment of structures that have deteriorated into a poor or very poor condition. - The strategy involves intervening to repair the following assets that are in poor condition or make safety critical or accessibility improvements. Road bridges - Footbridges - Culverts - Retaining walls - High Mast Lights - Subways/Underpasses This work will be informed by findings from inspections and assessments. Prioritisation of works will be based Page 152 of 228
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30 on several factors, including bridge condition indicators and the strategic importance of the route. - Parapet works Strengthening or replacement of weak parapets This work will be informed by findings from inspections and assessments. Prioritisation of works will be based on several factors, including bridge condition indicators and the strategic importance of the route. Scour Protection Scour protection works on structures susceptible to scour This activity will be driven primarily by Level 1 and Level 2 scour assessments, along with findings from inspections, which identify scour risk and recommended work. The structures investment strategy allows the council to fulfil its statutory obligations and makes allowance for safety critical repairs and improvements. Any major bridge replacements would require additional funding after the need is identified. 8.7 Traffic Signals Category Description Basis of Strategy Routine and Reactive Repair Repair of defect to current intervention standards and response times. The strategy requires the deployment of works gangs/other agencies on emergency repairs and on other non-emergency repairs. Refurbishment of signalised junctions Refurbishment of junctions that have deteriorated or the equipment has become obsolete/unreliable Prioritise investment on signalised junctions outwith life expectancy period (20 years). Other factors which may also need to be considered include annual fault history, spare part availability, power efficiency, traffic sensitivity, available budgets and funding Refurbishment of signalised crossings Refurbishment of crossings that have deteriorated or the equipment has become obsolete/unreliable Prioritise investment on signalised crossings outwith life expectancy period (20 years). Other factors which may also need to be considered include annual fault history, spare part availability, power efficiency, traffic sensitivity, available budgets and funding Page 153 of 228
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31 Page 154 of 228
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32 8.8 Street Furniture Category Description Basis of Strategy Routine and Reactive Repair Repair of defect to current intervention standards and response times. Defects are recorded via reports from the Public or identified during other operations. Response times are set dependent on nature of the defect. Works are undertaken by our term maintenance contractor. Planned Maintenance Corrective Programme of renewal / replacements Larger assets shall be targeted for replacement based on available funding, demand and condition. A prioritisation process requires to be developed. Page 155 of 228
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33 9 Risk Management 9.1 Approach Any scenarios impacting the delivery of this Road Asset Management Plan and its Asset Management Objectives will be assessed utilising the following outlined approach. All identified scenarios must be assessed to determine their significance, reviewing the likelihood of the scenario occurring and the most probable (not worst possible) consequence to the delivery of the RAM Plan and Objectives should the scenario occur. 9.2 Scenario Likelihood The scenario likelihood is assessed with regard to how probable a scenario is of occurring, for example, if the Council Roads Service is allocated its budget on an Annual Basis, the likelihood of the risk of receiving lower budgets than levels assumed in when developing the Strategy is Possible, due to the chance of the budget being adjusted annually. The likelihood of a scenario occurring, within the established context, will be assessed on a scale of Remote to Almost Certain using the following descriptors: Likelihood / Probability Likelihood Description Almost Certain Will undoubtedly happen Daily Likely Will probably happen, but not persistent Monthly Possible May happen occasionally Annually Unlikely Not expected to happen, but it is possible 10 Years Remote Improbable 20 Years 9.3 Risk Consequence The scenario consequence is assessed by considering the most probable (NOT worst possible) outcome (impact) should the scenario occur and will be determined on a scale of Negligible to Catastrophic as follows: Page 156 of 228
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34 Table 2 Consequence (Impact/Severity) Score Consequence (Impact / Severity) Description Impact on Asset Management / Service Objectives Financial Impact Impact on people Impact on Reputation Catastrophic Unable to function / inability to fulfil objectives Severe financial loss Death Highly damaging, sever loss of public confidence Major Significant impact on delivery of objectives Major financial loss Extensive injury, major permanent harm Major adverse publicity, major loss of confidence Moderate Service objectives partially achievable Significant financial loss Medical treatment required, semi- permanent harm up to 1 year Some adverse publicity, legal implications Minor Minor impact on service objectives Moderate financial loss First aid treatment, non-permanent harm up to 1 month Some public embarrassment, no damage to reputation Negligible Minimal impact, no service disruption Minimal financial loss No obvious harm/injury No interest to the press, internal only The scenarios considered within the RIAM Plan are primarily focused on the delivery of the Plan and Objectives, however the scenarios can still have impacts on financials, people, and reputation; all aspects should be considered ensuring that all angles are thought through. Page 157 of 228
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35 9.4 Risk Evaluation The risk factor for a particular scenario is determined utilising the likelihood and consequence as shown in the risk matrix, table 3: Table 3 - Risk Matrix Consequence Negligible Minor Moderate Major Catastrophic Likelihood Remote Very Low Very Low Very Low Very Low Medium Unlikely Very Low Very Low Low Low Medium Possible Very Low Low Low Medium High Likely Very Low Low Medium High Very High Almost Certain Very Low Medium High Very High Very High Page 158 of 228
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Roads Asset Management Plan V2.03 36 10 Risks The risks that could prevent achievement of the standards specified in this plan (section 6) are: Risk Id Context Risk Risk Mitigation Monitors Scenario Description Likelihood Consequence Rating Treatment Likelihood Consequence Rating 1 The plan is based upon current and historical asset data trends. Where limited data was available, assumptions have been made by experienced and competent officers. Levels of Service unattainable due to unforeseen adverse weather, causing accelerated deterioration of the Road assets. Possible Major M edium Review and update deterioration models, plus revise options analysis to assess impacts and adjust plan accordingly. Roads Business Continuity Plan regularly reviewed. Possible Moderate Low Page 159 of 228
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Roads Asset Management Plan V2.03 37 Risk Id Context Risk Risk Mitigation Monitors Scenario Description Likelihood Consequence Rating Treatment Likelihood Consequence Rating 2 Available budgets have been assumed as shown in section 8. Actual funding levels differ to assumed levels Likely Moderate M edium Review and update deterioration models, plus revise options analysis to assess impacts and adjust plan accordingly. Possible Moderate Low • 5-year budget trends 3 Construction inflation Inflation significantly above average levels. Likely Major High Revise options analysis based on new rates, assess impacts, and adjust plan accordingly. Possible Major M edium • 5-year average Inflation rate • Projected inflation rates (Gulf Conflict) Page 160 of 228
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Roads Asset Management Plan V2.03 38 Risk Id Context Risk Risk Mitigation Monitors Scenario Description Likelihood Consequence Rating Treatment Likelihood Consequence Rating 4 Resources are available to support the delivery of the Asset Management Plan. Pressures on resources mean that staff focused on service delivery and Asset Management becomes a ‘nice-to- have’. Likely Major High Organisation’s commitment to provide the resources to support and improve Road Asset Management across the service. Unlikely Major Low • Number of Full- Time Equivalent Asset Management Positions Page 161 of 228
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Roads Asset Management Plan V2.03 39 Risk Id Context Risk Risk Mitigation Monitors Scenario Description Likelihood Consequence Rating Treatment Likelihood Consequence Rating 5 Staff have the skills, experience, and competences to deliver the Road Asset Management Plan. Lack of succession planning and competence framework, in combination with reorganisation, restructuring and cost saving exercises, plus an aging workforce, meaning the loss of experienced/competent staff. Likely Major High a. Strategic workforce plan b. Support via supply chain. c. Develop and implement succession plan. d. Report staff competence levels and risks, as part of ASOR. Unlikely Major Low • Staff competence level quantities • Staff age group demographics Page 162 of 228
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Roads Asset Management Plan V2.03 40 Risk Id Context Risk Risk Mitigation Monitors Scenario Description Likelihood Consequence Rating Treatment Likelihood Consequence Rating 6 Delivery of the service is aligned with RIAM Plan. Service delivery activities are either not documented or of insufficient detail, preventing the consistent delivery of activities, plus the review and alignment of activities with RAM Plan. Variable – individually assessed Variable – individually assessed Variable – individually assessed Prioritise documenting activities based on risk, utilising the SCOTS Recommended Practices Task 5 – Maintenance Manual templates. Possible Variable – individually assessed Low or M edium • % of activities documented that are assessed to be medium risk or higher. • % of documented activities that have been reviewed against current RAM Plan. Page 163 of 228
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Roads Asset Management Plan V2.03 41 Risk Id Context Risk Risk Mitigation Monitors Scenario Description Likelihood Consequence Rating Treatment Likelihood Consequence Rating 7 Maintenance Manual process and procedures are not followed when service delivery activities are carried out. Likely Moderate M edium Undertake routine auditing of process and procedures, based on risk of non-compliance for each process and procedure. Unlikely Moderate Low • % of audits completed within timescales. • Number of Corrective Actions Requests in the last 12 months. 8 Embedment of Road Asset Management across the service. Asset Management is perceived as a bolt-on to “normal day job” and/or tick box exercise. Possible Moderate M edium Regular stakeholder communication and engagement, e.g. forums, meetings, and training. Unlikely Moderate Low • % of staff achieved SCOTS RAM Fundamentals certificate • Number of RAMP meetings Page 164 of 228
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North Lanarkshire Council Report Environment and Climate Change Committee Does this report require to be approved? ☒ Yes ☐ No Ref LR/SW Date 29/04/26 Electric Vehicle Charging Infrastructure Update April 2026 Transfer of Asset Ownership From Lyall Rennie, Chief Officer (Community Operations) E-mail renniely@northlan.gov.uk Executive Summary This report presents Elected Members with a summary of the progress made to date on the Glasgow City Region Electric Vehicle Charging Infrastructure (EVCI) project and provides an update on the process to engage a commercial charge point operator (CPO) to expand the network of electric vehicle charging infrastructure (EVCI) across North Lanarkshire. Recommendations It is recommended that the Environment and Climate Change Committee: (1) Acknowledge the content of the report; and; (2) Approve the future Transfer of Ownership of the existing North Lanarkshire EV charging infrastructure (as listed in Appendix 1) to the new Charge Point Operator as part of the new Contract. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (5) Grow and improve the sustainability and diversity of North Lanarkshire's economy Programme of Work Sustainable Futures Page 165 of 228
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1. Background 1.1 The full background to the Glasgow City Region Electric Vehicle Charging Infrastructure (EVCI) project and details on the work undertaken to date can be found within previous reports submitted and approved at Environment & Climate Change Committees on: Electric Vehicle Charging Infrastructure Report 1 May 2024 Electrical Vehicle Charging Infrastructure Update 2025/26 29 October 2025 1.2 On the 13 February 2024, the Glasgow City Region Cabinet endorsed the Preferred Way Forward with the Project Management Officer and the Member Authorities (MAs) collaborating to procure a Charge Point Operator (CPO) to expand the Electric Vehicle Charging Infrastructure. 1.3 The MAs entered into an Inter-Authority Agreement (“IAA”) which came into effect on 3rd October 2024. This IAA appointed Glasgow City Council as Lead Authority, acting on behalf of MAs, with responsibility to conduct and manage the procurement process for the appointment of a CPO up to (and including) contract award. 1.4 Glasgow City Council issued a Prior Information Notice (PIN) to potential suppliers in April 2025 to gather feedback on the draft project specification. When the PIN closed on 12 May there was a clear indication of strong market interest in the project from CPOs. 1.5 The Publication of Concessions Notice (PCN) & Pre-selection to Participate (ITP) was issued in December 2025. 2. Report Progress since last Report to Committee 2.1 Glasgow City Council (GCC) have commenced the procurement activity to appoint the CPO on behalf of all Eight Member Authorities using the procedure of Competitive Procedure with Negotiation 2.2 The indicative programme for the procurement is set out below. A strong response was received to the IPT and the Project Procurement Team are currently evaluating the initial submissions. Timescale Stage December 2025 Publication of Concession Notice & Pre - selection Invitation to Participate (ITP) stage The ITP was published for a 30-day period and included the pre- selection criteria (technical/professional capability, economic financial standing). 3 February 2026 Deadline for ITP Responses February – early March ITP Evaluation Period – the evaluation of the ITP submissions and shortlisting of five bidders to be invited to next stage of the procurement process. January - March Drafting of Procurement and Contract Documents March Procurement and Contract Documents shared with GCR MAs for comment. Page 166 of 228
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April – late June Invitation to Tender (ITT) stage – The full technical, legal and commercial package will be issued to shortlisted bidders. This will include the: • detailed specification; • the contract terms and conditions; and • the award criteria/weightings. Early June – late August Evaluation of Initial Bids - Upon receipt and successful evaluation of Initial bids, GCC reserves the right of awarding the contract without undertaking any negotiations. TBC Negotiation Phase - If no bids meet the requirements, GCC may undertake to negotiate with bidders prior to inviting the next stage of bids so that a winning tender can be identified. If necessary, the process of negotiation and further bid submissions can continue until a winning tender is identified. This flexibility will be built into the programme. Late September 2026 (assuming no requirement for negotiation) Award stage - Once a preferred bidder has been identified and GCC committee approval granted, GCC will move to the standstill period and contract award. 2.3 The projected timescales for the project will vary depending on the progress of the procurement process and whether there is a requirement to negotiate with suppliers. 2.4 The programme in relation to the extension of the CPS back-office system offered two scenarios. The scenario which does not require supplier negotiation indicates: • Contract Award: September 2026 • Completion of Migration of Existing Assets: End of November 2026. 2.5 GCR PMO has advised that should supplier negotiation be required, then a further extension into early 2027 will be required. Transfer of Assets 2.6 In order to participate in the Glasgow City Region Electric Vehicle Project, North Lanarkshire Council proposes to transfer ownership of its existing electric vehicle chargepoints to the new chargepoint operator who will be appointed to as the Concessionaire, to own, maintain, operate and provide back office services for the network within Glasgow City Region. 2.7 North Lanarkshire seeks delegated authority for the Depute Chief Executive to authorise the transfer the ownership of existing chargepoint assets following contract award. The transfer of assets will take place in a phased approach immediately after the contract has been signed between Glasgow City Council, as the Lead Authority, and the Concessionaire and will migrate the chargepoints from the existing Charge Place Scotland system and onto a new back office service. 2.8 This will include transferring ownership of all of the equipment associated with the EV charger, including: feeder pillar, local connection assets (the electrical and communications connection from the Electrical Feeder Pillar up to the EV Charger), cabling and any associated equipment (i.e. battery) required to operate the EV Charger. Page 167 of 228
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2.9 The estimated value of the existing assets (including depreciation) has been modelled in a consistent way across the Glasgow City Region member authorities using the approach set out below. 2.10 A standard, high-level cost for different charger types is set out below: 7kW Cost (AC) £2,000.00 22kW Cost (AC) £3,000.00 50kW Cost (DC) £20,000.00 2.11. These costs do not include the below ground infrastructure and civils costs of creating the asset. However, these elements have no market value in that they cannot be resold and the value should instead be regarded as part of the land for which a concessionaire will tender. 2.12 For depreciation purposes a straight-line model has been used which would assume a 15-year lifespan for an AC device and 10 years for a DC device. 2.13 The GCR PMO have used these costs and depreciation assumptions, to model the value of the chargepoints over the period from the year that the device was installed through to the end of March 2027. This provides a total value for North Lanarkshire Council’s 130 no. existing assets at £466,200. 2.14 It should be recognised the calculation of the value of existing assets does not take into account technological advances and user expectations which have not remained static. It may also be the case that a number of devices will be regarded as having nil book value due to outdated operating systems, incompatibility with modern requirements and difficulties with maintenance. 2.15 North Lanarkshire Council will grant a Licence to Occupy to the Concessionaire for each EV charger location. This will allow the Concessionaire to use the location for the existing or any replacement EV Charging Equipment. Ownership of Equipment itself transfers to the Concessionaire under the Contract both to transfer responsibility for the Equipment to it and also to allow it to remove and replace the Equipment in accordance with the Contract. Next steps 2.16 The immediate next steps will include: a) Continuing the procurement process and finalisation of technical documents. b) Continuation of the work to complete certificate of title for the existing and new EVCI sites. 2.17 Information on existing NLC-owned charge points currently operated by our provider is available on Charge Place Scotland and listed in Appendix 1. Appendix 2 lists the car park sites being considered for the next phase of charge point installations, scheduled to begin in 2027. 3. Measures of success 3.1 The delivery of electric vehicle charging infrastructure across North Lanarkshire and the wider Glasgow City Region which allows the transformative shift to net zero Page 168 of 228
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emission vehicles which in turn will contribute to delivery of the council’s net zero ambition. 4. Supporting documentation Appendix 1 – Existing EV ChargePoint Sites. Appendix 2 – Proposed EV Chargepoint sites (Phase 1). Lyall Rennie Chief Officer (Community Operations) Page 169 of 228
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The transfer of assets has been highlighted to colleagues within Finance. This has no direct financial impact but does affect accounting practices. 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 170 of 228
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 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 171 of 228
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Appendix 1 – Existing EV ChargePoint Sites CPID Name/Location Postcode 50259 Watersports Centre, Strathclyde Country Park, Motherwell ML1 3ED 50260 Watersports Centre, Strathclyde Country Park, Motherwell ML1 3ED 50611 Croy Park & Ride, Croy, Glasgow G65 9HT 50652 Newhouse Car Park, Edinburgh Road, M8 Junction 6, Newhouse, Motherwell ML1 5SY 51004 Greenfaulds Park and Ride, Cumbernauld G67 2XJ 51209 Blair Road Park & Ride, Coatbridge ML5 1NQ 51497 Croy Park & Ride, Croy, Glasgow G65 9HA 53054 Strathclyde Park Charging Hub ML1 3RT 53055 Strathclyde Park Charging Hub ML1 3RT 53056 Strathclyde Park Charging Hub ML1 3RT 53057 Strathclyde Park Charging Hub ML1 3RT 53120 Strathclyde Park Charging Hub ML1 3RT 53121 Strathclyde Park Charging Hub ML1 3RT 53250 Wishaw Sports Centre ML2 0HF 53251 Wishaw Sports Centre ML2 0HF 53252 Wishaw Sports Centre ML2 0HF 53253 Wishaw Sports Centre ML2 0HF 53254 Wishaw Sports Centre ML2 0HF 53263 King Street, Coatbridge ML5 1JE 53264 King Street, Coatbridge ML5 1JE 53265 King Street, Coatbridge ML5 1JE 53268 Burngreen Park, Kilsyth G65 0HT 53269 Burngreen Park, Kilsyth G65 0HT 53312 Drumgelloch Railway Station, Airdrie ML6 7BL 53313 Drumgelloch Railway Station, Airdrie ML6 7BL 53314 Drumgelloch Railway Station, Airdrie ML6 7BL 53315 Drumgelloch Railway Station, Airdrie ML6 7BL 53316 Drumgelloch Railway Station, Airdrie ML6 7BL 53330 The Time Capsule ML5 1DW 53331 The Time Capsule ML5 1DW 53332 The Time Capsule ML5 1DW 53333 The Time Capsule ML5 1DW 53334 The Time Capsule ML5 1DW 53414 Aquatec, Motherwell ML1 1AZ 53415 Aquatec, Motherwell ML1 1AZ 53416 Aquatec, Motherwell ML1 1AZ 53417 Aquatec, Motherwell ML1 1AZ 53418 Aquatec, Motherwell ML1 1AZ 53494 Shotts Library ML7 5EX 53495 Shotts Library ML7 5EX 53496 Shotts Library ML7 5EX 53579 Broadwood Stadium G68 9NE 53580 Broadwood Stadium G68 9NE Page 172 of 228
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53581 Broadwood Stadium G68 9NE 53582 Broadwood Stadium G68 9NE 53583 Broadwood Stadium G68 9NE 53584 Broadwood Stadium G68 9NE 53585 Pivot Centre G69 0DL 53586 Pivot Centre G69 0DL 53587 Pivot Centre G69 0DL 53588 Pivot Centre G69 0DL 53589 Drumpellier Country Park ML5 2EH 53590 Drumpellier Country Park ML5 2EH 53591 Drumpellier Country Park ML5 2EH 53592 Cairnhill Road ML6 9BT 53593 Cairnhill Road ML6 9BT 53594 Cairnhill Road ML6 9BT 53595 Cairnhill Road ML6 9BT 53596 Cairnhill Road ML6 9BT 53597 Cairnhill Road ML6 9BT 53598 Cairnhill Road ML6 9BT 53599 Cairnhill Road ML6 9BT 53600 Hallcraig Street ML6 6AW 53601 Hallcraig Street ML6 6AW 53602 Hallcraig Street ML6 6AW 53701 Muirfield Centre G67 1AG 53702 Muirfield Centre G67 1AG 53703 Muirfield Centre G67 1AA 53796 Harthill Park & Ride ML7 5SD 53797 Harthill Park & Ride ML7 5SD 53798 Harthill Park & Ride ML7 5SD 53799 Harthill Park & Ride ML7 5SD 53800 Harthill Park & Ride ML7 5SD 53819 Burnhead Street G71 5AT 53820 Burnhead Street G71 5AT 53821 Burnhead Street G71 5AT 53822 Burnhead Street G71 5AT 53936 Stepps - Blenheim Avenue G33 6HN 53937 Stepps - Blenheim Avenue G33 6HN 53938 Stepps - Blenheim Avenue G33 6HN 53939 Stepps - Blenheim Avenue G33 6HN 54007 Newhouse Park & Ride ML1 5GH 54008 Newhouse Park & Ride ML1 5GH 54009 Newhouse Park & Ride ML1 5GH 54010 Ravenwood G67 1LA 54011 Ravenwood G67 1LA 54012 Ravenwood G67 1LA 54017 Bellshill ,Caledonian Avenue, Nobles View & West End Drive ML4 3AS 54039 The Wynd G67 2SU Page 173 of 228
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54040 The Wynd G67 2ST 54041 The Wynd G67 2RX 54042 Shotts Community Centre ML7 5ET 54043 Shotts Community Centre ML7 5ET 54148 Bellshill ,Caledonian Avenue, Nobles View & West End Drive ML4 3AP 54267 Glebe Street ML4 3DQ 54268 Glebe Street ML4 3DQ 60070 Strathclyde Park ML1 3ED 60071 Strathclyde Park ML1 3ED 60072 Strathclyde Park ML1 3ED 60073 Strathclyde Park ML1 3ED 60732 McConville Court ML4 2UG 60733 McConville Court ML4 2UG 60745 Plains,Park Place, Plains 60908 Chryston Community Hub G69 4DB 60910 Lindsaybeg Road Charger G69 9DQ 61028 Chryston Community Hub G69 4DB 61029 Chryston Community Hub G69 4DB 61114 Burnhall Place, Wishaw ML2 8EE 61414 Dryburgh Gardens ML2 7JB 61415 Dryburgh Gardens ML2 7JB 61416 Lismore Drive ML5 5FP 61417 Lismore Drive ML5 5FP 61418 Lismore Drive ML5 5FP 61711 Newmains & St Brigids ML2 9DH 61712 Newmains & St Brigids ML2 9DH 61713 Newmains & St Brigids ML2 9DH 61714 Newmains & St Brigids ML2 9DH 62033 Dykehead Road ML6 6EX 62653 Dykehead Road, Airdrie ML6 6EX 62678 Dykehead Road, Airdrie ML6 6EX 62679 Dykehead Road, Airdrie 62688 Dykehead Road, Airdrie 62689 Dykehead Road, Airdrie ML6 6EX 62698 Dykehead Road, Airdrie ML6 6EX 62699 Dykehead Road, Airdrie FK2 7EN N/A Heritage Centre Car Park, Elm Street, Motherwell N/A Bellshill Park & Ride N/A Airdrie Road Car Park, Kilsyth CPID_ 12 Riverbank Community Hub, 1 Paddock Street, Coatbridge ML5 4PG ML5 4PG NCPID_ 13 Riverbank Community Hub, 1 Paddock Street, Coatbridge ML5 4PG ML5 4PG Page 174 of 228
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Appendix 2 – Proposed EV Chargepoint sites (Phase 1) Name Easting Northing Postcode Type Airdrie Leisure Centre 277271 666067 ML6 7HU Car Park Banton Community Hall 275007 679132 G65 0QN Car Park Gartlea Community Centre 276977 664737 ML6 9PB Car Park Kilsyth Swimming Pool 271479 678010 G65 9JE Car Park Langmuirhead Road, Auchinloch 266076 670831 G66 5DG Car Park The Safety Zone Community Centre 270104 664105 G69 7SN Car Park BOWLING GREEN STREET 273975 660374 ML4 1HT Car Park JOHN STREET (WEST) 273318 660198 ML4 1RJ Car Park MACDONALD STREET 275600 656508 ML1 1XD Car Park CALLON STREET 276217 665293 ML6 6BW Car Park HIGH ROAD (SOUTH) 274988 656994 ML1 3DA Car Park HIGH STREET 276004 665628 ML6 6JF Car Park BAIRD STREET (South) 273105 665193 ML5 3AW Car Park WHIFFLET STREET 273646 664037 ML5 4ER Car Park POLLOCK STREET 1 275241 657246 ML1 1JE Car Park POLLOCK STREET 3 275154 657229 ML1 1BS Car Park BLAIRGROVE 272517 664810 ML5 1ET Car Park MAIN ROAD ( CONDORRAT SOCIAL CLUB ) 273547 673291 G67 4BT Car Park KIRK ROAD 279840 655224 ML2 7BT Car Park THE WYND/SMITHYENDS 276748 676144 G67 2RX Car Park AIRDRIE ROAD 271710 677877 G65 0NQ Car Park KING STREET SOUTH 271826 677880 G65 0AW Car Park KING STREET (North) 271804 677940 G65 0AJ Car Park Page 175 of 228
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WISHAW STATION (South) 279173 654853 ML2 0EX Car Park Motherwell Station Park & Ride (East) Muir St 275046 657291 ML1 1DG Car Park Motherwell Station Park & Ride (West) High St 274934 657070 ML1 3GZ Car Park BAIRD STREET (North) 273094 665246 ML5 3DH Car Park EAST ACADEMY STREET 279755 654855 ML2 8FB Car Park SHOTTS STATION Park & Ride FOUNDARY RD 287355 659774 ML7 4BJ Car Park CROY STATION PARK & RIDE 272977 675330 G68 9FA Car Park JOHN STREET (EAST) 273404 660201 ML4 1AB Car Park HOZIER STREET 273560 663935 ML5 4EJ Car Park Community Centre, Monkland View Crescent, Bargeddie 270113 664092 G69 7RY Car Park Page 176 of 228
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North Lanarkshire Council Report Environment & Climate Change Committee Does this report require to be approved? ☒ Yes ☐ No Ref JMcK/LS Date 29/04/26 North Lanarkshire’s Path to Net Zero (2045) From James McKinstry, Chief Officer (Assets & Procurement) E-mail mckinstryj@northlan.gov.uk Executive Summary The purpose of this report is to bring before the Environment & Climate Change Committee a replacement for our current Climate Plan ACT2030 (2021-2030), our Path to Net Zero (2045) which provides detail on the revised Council position in relation to our climate emissions and the work that the Council has to do to address the Scottish Government’s new carbon budgets. These budgets have been set to 2045 however this first edition of our Path to Net Zero (2045) considers the first of these which is set for 2030 at 57% reduction from baseline. Progress against the 5-year budget will be monitored annually via thematic (buildings, waste and fleet) reduction targets. Our annual Public Sector Climate Duties Report was presented to cycle 1 (2026) of this Committee and showed that the Council has reduced its emissions by 51.2%. Following on from our previous climate plan, the Path to Net Zero (2045) continues the strategic climate change journey for the Council ensuring it meets its statutory duties which is primarily to: • Mitigate emissions; • Adapt to climate impacts; and • Act sustainably. Our Path to Net Zero (2045) introduces a strategic climate vision for the Council that will prioritise Scope 1 (emissions where the Council owns or operates the source) and Scope 2 (indirect emissions that arise through the generation of the energy we use), recognising the Council’s ability to reduce these. The Vision aligns itself with the Scottish Government’s 2045 target for net zero emissions and takes account of the Scotland’s Draft Climate Plan: 2026-2040 published in November 2025 which incorporates the carbon budgets set within the Climate Change (Scotland) Act 2009 (Scottish Carbon Budgets) Amendment Regulations 2025. The incremental thematic milestones contained within the Path to Net Zero (2045) will support progress towards this, reflecting statutory responsibilities as well as internal ambition along with aligning to the national Scotland’s Climate Change Plan. The estimated cost, at today’s prices, of delivering a full Path to Net Zero (2045) for the Council is in excess of £3 billion. Page 177 of 228
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1. Background 1.1 The Council’s previous Climate Plan was approved at Committee in February 2022 and was the vehicle for demonstrating the Council’s commitment to the Council Motion of June 2019 where a ‘Climate Emergency’ was declared. The motion was in line with the Paris Agreement (2015) where nations were encouraged to reduce emissions as much as possible by 2030. 1.2 A series of thematic carbon budgets with annual targets was set across the Council to help drive reductions as shown in the table below. These were based on planned project activity from, for example, the Council’s capital plan at that time and therefore were SMART (Specific, Measurable, Achievable, Relevant and Timebound). Table 1 Thematic Targets (2021-2026) – Climate Plan ACT2030 Buildings Transport Waste Annual Emissions Target Target Reduction from baseline 2021/22 49,205 5,973 12,133 67,311 42.5% 2022/23 46,745 5,855 12,133 64,733 44.7% 2023/24 44,408 5,737 12,133 62,278 46.8% 2024/25 42,187 5,619 10,355 58,161 50.3% 2025/26 40,078 5,501 10,355 55,934 52.2% The report also provides detail of a new tool, Climate View, which the Council services can use to model our actions and how they impact on our carbon emissions. Presentations will be given to the Council management team on this tool during cycle 2, 2026. Recommendations It is recommended that the Environment and Climate Change Committee: (1) Approve the strategic vision contained within the Path to Net Zero (2045). (2) Endorse the adoption of the Scottish Government carbon budgets and application to the Council’s baseline year (2015/16). (3) Review and adopt the contents of the Path to Net Zero (2045) as the Council’s new climate plan. (4) Accept that going forward the Path to Net Zero (2045) will be strengthened through an on-going review process. (5) Endorse the use of ClimateView by the Council services to map the impact of climate action and track greenhouse gas emissions in North Lanarkshire. (6) Recognise the financial challenge of delivering net zero emissions and the need to keep future budget allocations under review. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work All Programmes of Work Page 178 of 228
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1.3 Whilst the original projects have been subject to change over the years, the Council has made good progress to remain on track for meeting the targets and budgets set as shown in the table below. Table 2 Reported Council Emissions (2016-2025) 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 117,075 112,341 121,723 97,900 77,113 59,852 62,770 61,909 61,773 57,147 Emission reductions from baseline -4,734 4,648 -19,175 -39,962 -57,223 -54,305 -55,166 -55,302 -59,928 % change from baseline -4.0% 4.0% -16.4% -34.1% -48.9% -46.4% -47.1% -47.2% -51.2% 1.4 At Policy & Strategy (March 2024) the reporting of the positive internal audit on Climate Change (November 2023) provided the opportunity to advise Committee that it was now an opportunity to review our Climate Plan in line with the Council’s positive progress which had been reported to Environment & Climate Change Committee the month before (February 2024). 1.5 The Scottish Government launched a consultation in December 2025 on Scotland’s Draft Climate Plan (2026-2040), and so officers took the opportunity to review the consultation and use it to finalise our Path to Net Zero (2045). 1.6 The challenges of net zero were presented to Committee such as the complexity and significant cost and that a new climate plan, a Path to Net Zero (2045), would be produced. 1.7 It is worth noting at this point in this report, the definition of net zero. Net Zero does not mean zero emissions. Net zero is where an organisation, such as the Council, aim to reduce their emissions as much as feasible and as close to zero as possible, with any remaining (i.e. residual) emissions absorbed by nature (such as the Woodland Carbon Code) and/or offset by technology such as carbon capture technology. Figure 1 Illustration of Net Zero Emissions 1.8 For the Council, the priority must be emission avoidance through energy efficiency and use of low or zero carbon technology such as electric vehicles. National Context 1.9 The Scottish Government has stated that they remain committed to achieving net zero greenhouse gas emissions by 2045. Scotland’s Draft Climate Change Plan was consulted on in December 2025 and once adopted will provide a formal pathway to net zero emissions by 2045 through key sector-specific actions. These will be supported by carbon budgets which will enable the monitoring of emissions over five-year periods. This is a key change in the Scottish Government’s approach. Page 179 of 228
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1.10 A revised Heat in Buildings Bill is currently paused and will be reintroduced following the Scottish Government election. It is likely to be more lenient in terms of polluting heating systems whilst still focussing on the decarbonisation of heat and will exclude minimum requirements for private landlords. 1.11 These impending changes and existing challenges will impact on the Council’s approach to net zero and therefore the Path to Net Zero (2045) has been developed with this in mind. Committee will observe that it is incremental and adaptable, retaining focus on the three themes of buildings, transport and waste via thematic carbon budgets that combined will work to those prescribed by the Scottish Government. Emission Scopes 1.12 To fully understand the content of this report Committee should bear in mind the following definitions: Table 3 Explanation of Emission Scopes Scope Organisational Control Emission Source Example 1 Direct Stationary combustion Fuel use in buildings Mobile Combustion Fuel use in vehicles Process emissions Water treatment processes Fugitive emissions Leaks of refrigerants from cooling systems 2 Indirect Purchased electricity, heat and steam Grid electricity use 3 Indirect Several sources Purchased goods and services Employee commuting and business travel Waste 2 Report 2.1 This report provides a summary of North Lanarkshire’s Path to Net Zero (2045), the Council’s updated climate plan. Path to Net Zero (2045) Development 2.2 In line with its predecessor Climate Plan ACT2030, North Lanarkshire’s Path to Net Zero (2045)1 (Appendix 1) will continue to convey the Council’s commitment to its statutory duties in terms of climate change. 2.3 The actions associated with the previous Climate Plan have been reviewed and where relevant have continued to be incorporated within the Path to Net Zero (2045). 2.4 The text that now follows, will focus on key sections within the Path to Net Zero (2045). 1 Referred to hereon in as ‘the Path to Net Zero (2045)’ Page 180 of 228
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The Vision and Introduction 2.5 The Path to Net Zero (2045) requires a strategic vision to aid long term planning and decision making within the Council. The Vision recognises that achieving Net Zero is a complex journey and is a long-term commitment that cannot be delivered by the Council on its own. Key aspects of the Vision will: • Provide a clear, unequivocal, strategic direction; • Help align Council operations, services and partnerships towards a shared goal, facilitating consistency; • Be a main consideration for future policy development within the Council; and • Help attract funding as well as justify spend. 2.6 Our Vision links in directly with the Council’s Climate Emergency Declaration of 2019 and the United Nations Sustainable Development Goals. North Lanarkshire (Overview) and Emissions 2.7 This section of our Path to Net Zero (2045) starts by indicating: - the scale of the task that is ‘Net Zero’; that we are not at the start of our journey; and we are already witnessing climate change and experiencing its impacts. This change is ‘locked in’ and therefore we must adjust to current and expected impacts, i.e. climate adaptation. The section also summarises what the area-wide and organisational emissions are with the key details shown in figures 2 and 3 respectively. Area-Wide Emissions Figure 2 NL Area-Wide Greenhouse Gases by Source (tco2e) 2.8 Figure 2 above shows the North Lanarkshire area’s Scope 1 & 2 emissions and are as a result of all public bodies, business and industry, agriculture and other land use, and residents located within the area using or living in buildings, travelling and disposing of waste. The Council via the Scottish Climate Intelligence Service (SCIS) use ClimateView to detail the area’s emissions. At present Scope 3 emissions are excluded. BUILDINGS 68% TRANSPORT 23% WASTE 9% We will cut greenhouse gas emissions from all council operations to net zero by 2045 for Scope 1 and 2, and reduce Scope 3 emissions where we can. We will follow Scotland’s carbon budgets and support a just transition for communities, businesses, and the environment Page 181 of 228
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2.8.1 For these emissions, the Council is able to facilitate and influence change through activities such as, but not limited to, the Active Travel Strategy, Air Quality Management, Capital Programme, Local Heat & Energy Efficiency Strategy and Delivery Plan, and the Local Housing Strategy. These strategies and plans will help bring about change that will positively impact on emissions. North Lanarkshire Council Emissions Figure 3 NLC’s Greenhouse Gases by Source (tco2e) 2.9 Figure 3 shows the greenhouse gas emissions of the Council only and covers Scope 1, 2 & 3. Waste is classed as Scope 3 within this footprint as it is a source that is not directly owned nor controlled by the Council. i.e. it is primarily others waste. 2.9.1 Figure 4 shows the Council’s Carbon boundary and illustrates what emission sources are included within our footprint and what scope they fall under. Figure 4 NLC’s Carbon Boundary BUILDINGS 68% TRANSPORT 12% WASTE 20% Page 182 of 228
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2.9.2 At this point is important to note that the Council appoints from the current members a Climate Champion to promote the work the Council does in this area and that both the Senior and Assistant Senior Responsible Officer of the Sustainable Futures Board have a ‘championing’ role through ensuring the progress of the relative Programme of Work. Strategic Objectives (Targets and Key Mission Statements) Table 4 Thematic Carbon Budgets (2025-2030) Buildings Transport Waste Total Emissions % Reduction from Baseline Average reduction at end of 5- year period 2025/26 35,811 6,777 11,718 54,306 54% 57% 2026/27 35,239 6,669 11,531 53,439 54% 2027/28 33,442 6,329 10,943 50,714 57% 2028/29 31,645 5,989 10,355 47,989 59% 2029/30 29,848 5,649 9,767 45,263 61% 2.10 The Council will continue to commit itself to doing its upmost to reduce the greenhouse gas emissions its responsible for i.e. Scope 1 and Scope 2 by 94% by 2045. It will also support area-wide decarbonisation through leadership, partnerships, and encouraging investment within the area. Table 3 shows our updated carbon budgets going forward to 2030. This is based on the first of the Scottish Government carbon budgets which is set from 2025 to 2030. During 2029/2030 we will review our overall performance before setting the next set of targets for the 2035 carbon budget which is set at 69% average reduction over the 5-year period. 2.10.1 Our carbon budget is set against the Council’s baseline year (2015/16) allowing the Council to continue to monitor its performance in terms of carbon reductions annually but will also provide milestone budgets that the carbon footprint should not exceed. Key Mission Statements 2.11 Within the Path to Net Zero (2045) we have committed to Key Mission Statements, and these will be supported by the actions contained in the Action Plan. We will: • Building & Energy o Switch to cleaner energy sources for heating in our existing buildings o Increase our use of renewables, battery storage and consider carbon capture o Through the Tackling Poverty Strategy and the Local Housing Strategy we will provide advice and support to local residents at risk of or in fuel poverty. • Transport o Continue to develop our alternative vehicle fleet through targeted investment in light commercial vehicles, and explore alternative fuels and emerging technologies for heavy goods vehicles where feasible o Continue to grow our internal and public electric vehicle charging network o Promote the use of public transport and active travel. • Waste & Circular Economy o Continue to improve our response to waste management and the circular economy. Procurement Page 183 of 228
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2.12 Procurement will play an important role in delivering these statements whilst also ensuring that the Council limits our scope 3 emissions that are contained within the goods and services it purchases. Adaptation 2.13 The impact of climate change continues to become more apparent as well as the risk it poses to the Council and its partners in the delivery of services. Adaptation, i.e. becoming more climate resilient through planning for the future, is important and should be integrated where possible in climate action. 2.13.1 The Council’s primary focus is our response to flooding through our flood prevention planning. The Council contributes to both Clyde and Loch Lomond and Forth Estuary Local Flood Risk Management Plans. A Strategic Flood Risk Assessment has been developed for North Lanarkshire, ranking areas in terms of flood risk to property. This document allows the Council to prioritise actions to those areas at greatest risk of flooding. 2.13.2 The Council will continue to improve its approach to adaptation and will focus on the national objectives contained within the Scottish National Adaptation Plan 2024-2029. Finance 2.14 Financing Net Zero is one of the challenges that must be addressed. The cost of key climate actions has been approximated within the Path to Net Zero (2045), resulting in a total estimated cost of £3 billion to deliver Net Zero: Housing £1.95 billion, Fleet £20.8 million and, Offices and buildings £999 million. Committee should note that the values reported here are based on current assumptions. They should be considered provisional and may change materially as additional information emerges. Review and updates 2.15 The Path to Net Zero (2045) will be reviewed on an annual basis to ensure its currency and to monitor progress against the yearly emission reduction targets. The findings will be reported to this Committee. Action Plan 2.16 The action plan contains timelines, action ownership, carbon savings (where available) and importantly, alignment with the United Nations Sustainable Development Goals. The key actions are as follows: • Net Zero Housing • Community Hubs • Capital investment in existing assets • Fleet Decarbonisation • Flood Protection • Active Travel Routes • Sustainable Procurement 2.16.1 The Path to Net Zero (2045) actions will be subject to review and as a live document will be subject to change through additional actions, amendment or removal of existing ones. Each Service within the Council will have a responsibility to contribute whether Page 184 of 228
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through delivery pr participation, consistent with delivery of the current performance of our Climate Plan. Next steps: ClimateView 2.17 Since the production of our previous Climate Plan, a new national tool ClimateView, managed by the Scottish Climate Intelligence Service (SCIS), has been developed and is a data-driven platform that visualises emission data, tracking progress toward climate targets and assesses the impact of climate actions on a wider extent: jobs, health, and vulnerable communities etc. 2.17.1 The platform provides a consistent method for reporting area-wide emissions across Scotland and helps local authorities such as North Lanarkshire plan, monitor, and communicate their climate strategies. Furthermore, it supports evidence-based decision-making for reducing emissions and improving resilience. 2.17.2 The Climate & Energy Team have begun work on populating the platform and by conclusion of this work, the Path to Net Zero (2045) will be contained within a publicly accessible dashboard. It is anticipated that this will be available by early 2027. 3. Measures of success 3.1 Achieve the Carbon Budgets set within North Lanarkshire’s Path to Net Zero (2045) 4. Supporting documentation Appendix 1 North Lanarkshire’s Path to Net Zero (2045) James McKinstry Chief Officer (Assets & Procurement) Page 185 of 228
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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? Within our social housing, any action such as change of heating needs to be mindful of the impact on the current and future occupants of the property in relation to fuel poverty. The impact of this is considered within the published LHS EqIA (18/2/26) 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 cost of delivering Net Zero is estimated at £3 billion pounds. The Key Mission Statements will need to be resourced over future Capital Plans. 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 ☐ The Path to Net Zero (2045) is based on the Climate Change (Scotland) Act 2009 as amended and therefore not a new consideration. If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ Page 186 of 228
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If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The successful delivery of the Path to Net Zero (2045) will positively impact on organisational emissions – reducing them to 94% by 2045 from the 2015/16 baseline year. 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? The risks associated with Climate Change are incorporated within the Corporate Register as well as Project Risk Registers. The Corporate Register is updated frequently as the risk is currently perceived to be ‘High’. 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 187 of 228
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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 188 of 228
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North Lanarkshire’s Path to Net Zero (2045) Page 189 of 228
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Contents Vision ................................................................................................................................ 3 Introduction ....................................................................................................................... 4 A Climate & Biodiversity Emergency ................................................................................. 4 The United Nations Sustainable Development Goals ......................................................... 5 North Lanarkshire (Overview) .............................................................................................. 6 The Plan for North Lanarkshire ......................................................................................... 6 North Lanarkshire Emissions ........................................................................................... 7 The Council’s Emissions ................................................................................................. 8 Climate Champions ........................................................................................................ 8 Strategic Climate Objectives ............................................................................................... 8 Targets ........................................................................................................................... 9 Our Key Mission Statements by 2045 .............................................................................. 10 Building & Energy ...................................................................................................................... 10 Transport.................................................................................................................................. 10 Waste & Circular Economy ........................................................................................................ 10 Procurement ............................................................................................................................ 10 Adaptation ............................................................................................................................... 10 Finance ........................................................................................................................... 11 Planned reviews and updates ............................................................................................ 12 Appendix 1 Actions ........................................................................................................... 13 Appendix 2 The Council’s Carbon Boundary ....................................................................... 22 Appendix 3 Supporting Strategies and Plans ....................................................................... 23 Appendix 4 North Lanarkshire Council ............................................................................... 24 Our Services ................................................................................................................. 24 Roles and responsibilities ............................................................................................. 25 Appendix 5 External Funding Opportunities ........................................................................ 27 Page 190 of 228
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3 | P a g e Vision We will cut greenhouse gas emissions from all council operations to net zero by 2045 for Scope 1 and 2, and reduce Scope 3 emissions where we can. We will follow Scotland’s carbon budgets and support a just transition for communities, businesses, and the environment. Page 191 of 228
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4 | P a g e Introduction The Earth’s climate has always changed because of natural causes like volcanic eruptions and changes in the planet’s orbit. But since the Industrial Revolution (1760-1820), human activity has caused temperatures to rise much faster than ever before. This rapid change is now affecting both people and nature. We are seeing more extreme weather, pressure on food and water supplies, rising sea levels, and damage to ecosystems. Climate change is one of nine “planetary boundaries” that are limits of key earth systems that we should not go beyond. Other boundaries include:- ocean acidification, stratospheric ozone depletion, atmospheric aerosol loading, biosphere integrity, land use, biogeochemical flows, freshwater use and chemical pollution (novel entities). By 2023, scientists had found that six had been breached: climate change, biosphere integrity, land use, freshwater and biogeochemical flows. These boundaries are linked, meaning that breaking one can make others worse. For example, climate change damages ecosystems, which then release more carbon, further warming the planet. Human activity is pushing the Earth toward changes that could become irreversible. Some climate impacts can no longer be avoided, so we must adapt quickly to reduce the risks. Scotland has taken strong action on climate change and nature loss since the Climate Change (Scotland) Act 2009. Since our baseline year of 2015/16 North Lanarkshire Council has reduced its greenhouse gas emissions by 51.2% as at March 2025. A Climate & Biodiversity Emergency The council declared a Climate Emergency in June 2019 and signed the Edinburgh Declaration on Post- 2020 Global Biodiversity Framework to support climate and biodiversity action. The council is committed to these declarations and aside from this Path to Net Zero (2045), has other supporting strategies and plans as seen in Appendix 3. North Lanarkshire Council recognises that the wellbeing and prosperity of our communities depend on both reducing emissions and preparing for the changes already happening to our weather patterns. North Lanarkshire’s Path to Net Zero (2045) is how we intend to do this: Figure.7.Public.Bodies.Climate.Change.Duties.in.a.North.Lanarkshire.Context Minimise emissions in North Lanarkshire as much as feasibly possible Adapt to future changes in our local climate to avoid damage and disruption Improve our approach to sustainability Page 192 of 228
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5 | P a g e The United Nations Sustainable Development Goals In our action plan in Appendix 1 you will see that our actions align with the UN’s 17 Sustainable Development Goals. We believe that through more sustainable actions we can help deliver a just transition to net zero. The United Nation’s Sustainable Development Goals (SDGs) are designed to work towards a fairer, balanced planet through: • Tackling hunger and poverty, ensuring everyone’s basic needs are met • Promoting health, education and equality • Protecting the planet through conservation, the use of sustainable resources and tackling climate change • Encouraging innovation, responsible consumption and production • Promoting cooperation – globally, nationally and locally Figure.8.Summary.of.UN҂s.Sustainable.Development.Goals1 1 The content of this publication has not been approved by the United Nations and does not reflect the views of the United Nations or its officials or Member States Did you know? A just transition refers to a fair and inclusive approach to transitioning towards a sustainable, low-carbon economy, ensuring that all communities and workers are supported throughout the process. Page 193 of 228
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6 | P a g e North Lanarkshire (Overview) North Lanarkshire is located in west-central Scotland. It borders Glasgow City, East Dunbartonshire, Falkirk, Stirling, South Lanarkshire, and West Lothian. Covering approximately 470 square kilometres, a quarter of its land is urban however the area is rich in biodiversity, supporting diverse ecosystems and natural habitats. It is Scotland's fourth most populated local authority area with a population of 341,691, living within 154,382 households. North Lanarkshire lies within the Glasgow City Region, and experiences similar issues due to climate change as neighbouring authorities. Climate change impacts greatest on the most vulnerable in our society and therefore impacts on issues such as poverty and social inequality. Our summers will become hotter, and our winters will have milder temperatures and will be wetter with less chance of snow. Our summers are traditionally a time where we use less energy however in the event of sustained or intense heat, we will become increasingly reliant on mechanical means to cool. Increased rainfall may lead to more frequent flooding impacting on homes and business. The following impacts of climate change have been witnessed more frequently in recent years. • Health impacts/Heatstroke • Availability of certain foods and increased costs • Travel disruption • Emergency response situations • Loss of power supply • Landslides • Flooding • Loss of biodiversity • Increased risk of fires • Disruption to service delivery The Plan for North Lanarkshire The Plan for North Lanarkshire sets out a shared ambition to make North Lanarkshire a great place to live, learn, work, invest in, and visit. The Plan brings together the work of the council and its partners, helping us focus on what matters most for local people. This work is overseen through a number of themed Boards: Brighter Futures, Digital North Lanarkshire, Invest in North Lanarkshire, One Service, Resilient People, Sustainable Futures, and Transforming Places. Tackling climate change is one of our top priorities. We are working hard to: • reduce greenhouse gas emissions, Did you know? That in North Lanarkshire there are: 9 Local Nature Reserves 3 Country Parks 380 Sites of Importance for Nature Conservation 3 Special Areas for Conservation 1 Special Protected Area 11 Sites of Special Scientific Interest 5 Scottish Wildlife Trust Reserves 1 Royal Society for the Protection of Birds Reserve Page 194 of 228
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7 | P a g e • use more renewable energy in our buildings and homes, and • protect our parks, greenspaces, rivers, and lochs. Reaching our climate goals will take new ideas, investment, and strong partnerships with communities and organisations across the area. Working together is essential. Through our Delivering for Communities approach, senior leaders work closely with local community boards, making sure residents’ voices guide local climate action. This joined-up way of working will help North Lanarkshire move towards its long-term aim of net-zero emissions. For information on the council and its services refer to Appendix 4. North Lanarkshire Emissions Figure.9.North.Lanarkshire.Area‗Wide.Emissions Figure 3 is a summary of the Scope 1 and 2 greenhouse gases emitted in North Lanarkshire (explanation above). “Stationary energy” means the fuel used to heat and power buildings. It does not include fuel used for transport, like petrol or diesel. Most stationary energy is used in homes, and in North Lanarkshire, 49% of these emissions come from residential buildings. This is why it’s important that housing is energy efficient and moves away from gas and oil heating. There are more than 10,000 businesses in the area, and all of them produce carbon emissions through their buildings, transport, and industrial or farming activities. For transport emissions, 97% come from vehicles on the road. To cut these emissions, more people need to use public transport. council plans, such as the Active Travel Strategy, will help encourage people to change how they travel. The carbon footprint data comes from the Scottish Climate Intelligence Service, which manages the ClimateView tool for all Scottish councils. The tool is still being developed in Scotland, so it currently reports only Scope 1 and Scope 2 emissions. In future, it is expected to include Scope 3 emissions as well. For the first time, this tool allows every Scottish local authority to report its area‑wide emissions in a consistent way. Did you know? That Scope 1 & 2 emissions are those which we have more control over. We have focussed on tackling these types of emissions because this is where we can affect the most change: • Scope 1 – heating, fuel for transport and machinery, livestock and, fugitive and process emissions • Scope 2 – Purchased: electricity, heat, steam, and cooling Whereas Scope 3 we don’t have any control over but is related to our daily activities: • Scope 3 - emissions from: producing the goods or materials you buy, suppliers, and waste disposal STATIONARY ENERGY 68% TRANSPORT 23% WASTE 9% Page 195 of 228
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8 | P a g e The Council’s Emissions Figure 4 North Lanarkshire council’s Emissions The council’s greenhouse gas emissions for the 2024/25 reporting year totalled 57,155 carbon tonnes equivalent (tCO2e). Figure 4 is a summary of the greenhouse gas inventory for the council’s own emissions. As it is not feasible to separate the data into council and non-council waste, we include all waste activities, and these are recorded as scope 3 emissions. For further information on the council’s emission sources see Appendix 2 ‘The council’s Carbon Boundary’. Climate Champions The council’s climate champion is appointed from the current serving elected members. Their role is to influence, encourage, and support positive change. The Sustainable Futures Board’s Senior and Assistant Senior Responsible Officer act as climate champions too by ensuring the projects within the Programme of Work are delivered. Strategic Climate Objectives The council recognises that the need for urgent action is not solely to reduce the impact on humans. In Scotland climate change is contributing to the decline of native species like the Atlantic Puffin, Mountain Hare, Great Yellow Bumblebee, and Bluebell, while non-native species and emerging diseases (SARS, MERS, Ebola, COVID-19) may become more common. By delivering the actions contained within this Path to Net Zero (2045) we will: Reduce emissions from council operations by 94% by 2045 As illustrated above, we will follow the Scottish Government Climate Budgets and the timeframe set. By doing so, we will continue to improve our response to reducing carbon emissions. In order to meet the Path to Net Zero (2045) milestones, we have set thematic targets. We have estimated that to Net Zero 2045 (94% lower than 2015 levels) 57% lower than 2015 levels 69% lower than 2015 levels 80% lower than 2015 levels Did you know? That the UK has a ‘watch list’ of invasive species? The list to date includes 145 non- native plants and animals which have been assessed to have the ability to become invasive. These are species that pose a risk to biodiversity, ecosystems, human health, and the economy. STATIONARY ENERGY 68% TRANSPORT 12% WASTE 20% Page 196 of 228
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9 | P a g e deliver net zero emissions will cost in excess of £5 billion. We recognise that it is going to be challenging to reduce our emissions beyond 2035 and so we also must now look at ways to store carbon. Trees, depending on site and species, can provide a natural carbon store (carbon sequestration). It takes between 31 to 46 trees to offset 1 tonne of carbon2. We have estimated that for the council to achieve net zero emissions by 2045 we will need to plant between 217,775 and 323,150 trees, in addition to deliberate climate action to reduce our emissions. The council does not have a direct responsibility for the overall emissions in North Lanarkshire however we will: Support area-wide decarbonisation through leadership, partnerships, and encouraging climate friendly investment We will do so through the implementation of some of the policies referred to earlier in this document such as the Local Plan, the Active Travel Strategy and the Local Housing Strategy as well as the Local Heat & Energy Efficiency Strategy. Targets In this edition of our Path to Net Zero (2045), we have set yearly targets up to 2030. These targets are based on the Scottish Government’s goal for 2030, which is a 57% reduction in greenhouse gas emissions compared to the baseline year. Our baseline year is 2015/16. By 2030, we aim for our 5-year average emissions to be 50,342 tonnes of carbon equivalent. In future updates, we’ll set targets for 2035, 2040 and 2045 based on how well we perform over this 5-year period. Our action plan has been updated in developing the Path to Net Zero (2045). (See Appendix 1). Table.7.Thematic.Annual.Targets.(868❶‗8696) Buildings Transport Waste Total Emissions % Reduction from Baseline Average reduction at end of 5-year period 2025/26 35,811 6,777 11,718 54,306 54% 57% 2026/27 35,239 6,669 11,531 53,439 54% 2027/28 33,442 6,329 10,943 50,714 57% 2028/29 31,645 5,989 10,355 47,989 59% 2029/30 29,848 5,649 9,767 45,263 61% 2 https://8billiontrees.com/carbon-offsets-credits/how-many-trees-to-offset-1-ton-of-co2/ Page 197 of 228
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10 | P a g e Our Key Mission Statements by 2045 Building & Energy We will: • Switch to cleaner energy sources for heating in our existing buildings • Increase our use of renewables, battery storage and consider carbon capture • Through the Tackling Poverty Strategy and the Local Housing Strategy we will provide advice and support to local residents at risk of or in fuel poverty. Transport We will: • Continue to develop our alternative vehicle fleet through targeted investment in light commercial vehicles, and explore alternative fuels and emerging technologies for heavy goods vehicles where feasible • Continue to grow our internal and public electric vehicle charging network • Promote the use of public transport and active travel. Waste & Circular Economy We will: • Continue to improve our response to waste management and the circular economy. Procurement The Sustainable Procurement Duty (contained within the Procurement Reform (Scotland) Act 2014) requires the council to consider the environment during its procurement activities. Procurement therefore has an important role in the council’s Path to Net Zero (2045). The goods and services that the council buys all have climate impacts and so our procurement function is well equipped via the Scottish Government’s Sustainable Procurement Tools to identify opportunities where we can reduce our emissions and encourage our supply chain to do the same. Adaptation Earlier in this document (within the North Lanarkshire (Overview) section) we mentioned the impacts we are experiencing due to a changing climate. In 2025 the UK experienced the hottest summer yet. The heavy rainfall and extreme winds of Storm Babet caused loss of life, travel disruption, disruption to water supplies, damage to infrastructure and flooding. Extreme conditions can impact on the public bodies such as emergency services and the council. The council and its partners plan for extreme events within its Contingency Planning which helps the continued delivery of services to residents such as during the ‘Beast from the East’ (snow and gale storm of 2018). The Scottish National Adaptation Plan 2024-2029 is the pathway to becoming more resilient to the impacts of climate change. The council’s primary focus is our response to flooding through our flood Did you know? On a car journey from Glasgow to London, petrol and diesel cars each produce roughly 90 kg CO₂e — but an electric car emits only about 29 kg CO₂e, making the same trip with less than one-third of the emissions (Source: Department for Transport Statistics) Vehicle emissions can stay trapped in our atmosphere for 300-1000 years. (Source: Greenhouse Gas Protocol) Page 198 of 228
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11 | P a g e prevention planning. The council contributes to both Clyde and Loch Lomond and Forth Estuary Local Flood Risk Management Plans. A Strategic Flood Risk Assessment has been developed for North Lanarkshire, ranking areas in terms of flood risk to property. This document allows the council to prioritise actions to those areas at greatest risk of flooding. Within the council's risk register, climate change has been identified as a key risk and has presently a number of key controls and actions whose focus is mitigation and climate resilience. As a member of Climate Ready Clyde the council contributed to the identification of risks and opportunities for the Glasgow region. The council continues to participate in the Climate Ready Clyde partnership, which will assist to further drive this agenda on a regional level via the delivery of Flagship Actions such as the Clyde Climate Forest. There are many examples of adaptation action within North Lanarkshire such as Cumbernauld Living Landscape’s Ravenswood Local Nature Reserve project delivered in partnership with the council, Scottish Wildlife Trust, The Conservation Volunteers, the James Hutton Institute and the housing association Sanctuary Scotland which not only saw improvement in local greenspace but wider benefits of improvements in mental health and the learning of new skills. We cannot afford to be too relaxed or stop paying attention to the importance of climate resilience. We will continue to improve our approach, and we will focus on the national objectives that we are able to contribute to. Finance The council’s 5-year Capital Programme (2024/25-2028/29) totals £880,941,830 and this includes monies that will be spent on our buildings, greenspaces and fleet. Table.8.Summary.of.North.Lanarkshire.Council"s.Capital.Programme.8680‗868❺ Service Area Total Allocations 2024/25-2028/29 Enterprise & Communities £838,161,004 Chief Executive’s £23,154,937 Other £19,625,889 We recognise there is a funding gap between what we currently have and what is needed to deliver our climate ambitions. To help close this gap, we actively pursue external funding from national programmes and other available sources. An example of external funding is below and a further summary of other sources available to the council, its partners and communities is contained in Appendix 5. Scottish Public Sector Loan Scheme Within this loan scheme, there is a fund known as ‘The Scotland Recycling Fund’. Despite its name, it is nothing to do with recycling of waste. It is called a ‘recycling fund’ as the savings are continually reinvested i.e. recycled to be used again. This fund is created using capital from the Scottish Government and matched by public bodies such as councils. It supports long‑term investment in energy‑efficient projects—like upgrades to lighting, heating, and insulation—with 100% interest‑free repayable support. Savings generated from these projects are reinvested into further improvements, helping public bodies reduce carbon emissions year after year. The council has a fund of £2m which since 2017 has enabled the delivery of 43 energy efficiency projects with a total value of £3,605,418.16. Page 199 of 228
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12 | P a g e Planned reviews and updates The Path to Net Zero (2045) is considered a ‘live’ document and therefore will be regularly reviewed to ensure that it is taking into account all that is current. The responsibility of maintaining this document will lie with the Climate & Energy Team supported by colleagues in other areas of the council. An annual review will be carried out with the findings being reported to the Environment & Climate Change Committee. The annual review will include progress against the annual targets and highlight action taken. Page 200 of 228
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13 | P a g e Appendix 1 Action Plan This action plan is not an exhaustive list of how we intend to achieve net zero emissions by 2045 as we will continue to add and review our actions in order to achieve our climate budgets. Colour Key for Responsible Section: Action & Description Key Mission & Responsible Section Start Year End Year Carbon Savings (tco2e) Other Benefits Link to Sustainable Development Goals (SDGs) Impact Baseline Net Zero Housing Develop a route map for council stock to meet the new SHNZs (following publication of the new standard) Buildings & Energy 2026 2028 314,700 tco2e - Health - Financial - Fuel Poverty 7 (Affordable & Clean Energy), 11 (Sustainable Cities and Communities), 13 (Climate Action) Area-wide 2,174,093,264 kwh Heat in Buildings Scotland: Area Based Scheme (HiBS:ABS) Maximise the use of (HiBS:ABS) through encouraging homeowners and private landlords to participate Buildings & Energy 2026 2028 The Scheme will improve thermal efficiency in participating homes reducing consumption and associated emissions - Health - Financial - Fuel Poverty 7 (Affordable & Clean Energy), 11 (Sustainable Cities and Communities), 13 (Climate Action) Area-wide 2,174,093,264 kwh Salix Recycling Fund Projects Energy Efficiency projects chosen from a list of eligible technologies that have an acceptable payback period in terms of financial and carbon. Buildings & Energy 2026 2030 485 tco2e - Financial 13 (Climate Action) Organisation 16,294 kwh Housing Assets & Procurement Community Operations Place Page 201 of 228
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14 | P a g e Action & Description Key Mission & Responsible Section Start Year End Year Carbon Savings (tco2e) Other Benefits Link to Sustainable Development Goals (SDGs) Impact Baseline Community Hub Projects Community hub projects energy (heat and power) consumption target to be less than 100Kw/m2/annum. The councils ACRs will set the requirements for targeted energy consumption Buildings & Energy 2022 2027 Carbon Savings will be dependent on the consumption of the original, replaced building -Health -Financial -Community Facility 7 (Affordable & Clean Energy), 11 (Sustainable Cities and Communities), 13 (Climate Action) Organisation Consumption levels varies per site Non-Domestic Energy Efficiency Energy efficiency Improvements in the Corporate Estate. Works undertaken via NDEEF to reduce carbon emissions from buildings such as schools, offices, sport centres etc. Waste products arising from works will be recycled where appropriate. Proposed measures are lighting upgrades, BEMS optimisation, solar panels and reinstating existing CHP engines. Buildings & Energy 2023 2026 801 tco2e -Health -Financial -Improved user experience 7 (Affordable & Clean Energy), 11 (Sustainable Cities and Communities), 13 (Climate Action) Organisation Electricity – 64,292,292 kwh Gas – 126,552,067 kwh Energy Policy Review the council’s Energy Policy to ensure consumption reduction in Buildings & Energy 2026 2027 376 tco2e (Estimate) - Financial 13 (Climate Action) Organisation Electricity – 64,292,292 kwh Gas – 126,552,067 kwh Page 202 of 228
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15 | P a g e Action & Description Key Mission & Responsible Section Start Year End Year Carbon Savings (tco2e) Other Benefits Link to Sustainable Development Goals (SDGs) Impact Baseline our offices and public buildings is maximised Sustainable Procurement Ensure that the council meets its responsibilities in terms of sustainable procurement promoting ‘reduce, recycle, reuse’ including the disposal of items Procurement 2014 2045 At present, we are unable to report carbon savings data for this action however will do so when there is a nationally agreed methodology to do so - Financial - Reputation 12 (Responsible Consumption and Production) Organisation Not applicable Enterprise Contract Ensure that the Enterprise Contract fully meets the requirement of Section 9 of the Procurement Reform (Scotland) Act 2014 by limiting unnecessary emissions, supporting a circular economy and where possible negating negative environmental impacts. Procurement 2024 2036 - - 13 (Climate Action) Organisation Not applicable Staff Training Create an online carbon/ climate literacy training module: establish a basic training module for staff and elected members Buildings & Energy, Waste, Transport, Procurement 2026 2027 2,500 tco2e - Financial 12 (Responsible Consumption and Production), 13 (Climate Action) Organisation - Page 203 of 228
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16 | P a g e Action & Description Key Mission & Responsible Section Start Year End Year Carbon Savings (tco2e) Other Benefits Link to Sustainable Development Goals (SDGs) Impact Baseline Local Heat & Energy Efficiency Continue to implement and develop a LHEES for NL Lead the development of the Local Heat and Energy Efficiency Strategy’s Delivery Plan Buildings & Energy Assets & Procurement 2023 2043 Carbon savings will be dependent on the number of buildings connected to any future heat network -Financial -Health 7 (Affordable & Clean Energy), 13 (Climate Action) Area-wide Baseline figure dependent on location. Information on heat network zones is available within the LHEES Fabric Improvements of the School Estate To upgrade all schools above a ‘B’ (stock condition) Buildings & Energy Assets & Procurement 2025 2045 Carbon savings will be dependent on the work required to improve rating of school -Financial -user experience 12 (Responsible Consumption and Production), 13 (Climate Action) Organisation Consumption levels varies per site Decarbonisation retrofit of the School Estate Decarbonisation suitable to individual site needs whilst ensuring affordability of utilities. Buildings & Energy Assets & Procurement 2025 2045 2,850 -Financial -user experience 7 (Affordable & Clean Energy), 11 (Sustainable Cities and Communities), 12 (Responsible Consumption and Production), 13 (Climate Action) Organisation Electricity – 64,292,292 kwh Gas – 126,552,067 kwh Decarbonisation of Fleet Utilisation of available technology to reduce fleet emissions. Transport 2025 2028 Carbon savings will be achieved however to what level is dependent on the alternative fuel -Financial -Health 12 (Responsible Consumption and Production), Organisation Petrol - 359,066 litres Diesel - 1,845,793 litres Page 204 of 228
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17 | P a g e Action & Description Key Mission & Responsible Section Start Year End Year Carbon Savings (tco2e) Other Benefits Link to Sustainable Development Goals (SDGs) Impact Baseline 13 (Climate Action) Kilsyth Flood Protection Scheme Construction of Kilsyth Flood Risk Reduction Scheme and conclusion of agreements with Scottish Canals prior to operation Adaptation 2022 2027 Not applicable - Health 3 (Good health and Wellbeing), 13 (Climate Action) Area-wide Not applicable Active Travel Delivery Developing and implementing Active Travel routes in line with the council’s Active Travel Strategy approved in August 2021 – Multiple Projects Transport 2021 2031 986 - Financial - Health 3 (Good health and Wellbeing), 12 (Responsible Consumption and Production), 13 (Climate Action) Area-wide Main mode of travel 2024: Walking 12% Driving car or van 58% Passenger car or van 17% Bicycle less than 1% Bus 5% Taxi 1% Rail 4% Other 2% New Build – Energy Efficiency Performance To increase the average Energy Performance Certificate rating for all NLC new build homes (3,229 properties), in terms of energy efficiency and environmental ratings. Buildings & Energy 2025 2030 New build offers carbon avoidance rather than carbon savings - Financial - Health - Fuel Poverty 3 (Good health and Wellbeing), 12 (Responsible Consumption and Production), 13 (Climate Action) Area-wide Baseline as at 2019/20 was Energy Efficiency (B, 85) and CO2 (B, 88) Page 205 of 228
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18 | P a g e Action & Description Key Mission & Responsible Section Start Year End Year Carbon Savings (tco2e) Other Benefits Link to Sustainable Development Goals (SDGs) Impact Baseline New Build - EV charging availability To increase the number of EV charging points available for use within council new build developments. This includes EV points to individual homes and EV pillars within parking courts. Baseline at 2020/21 was 4 charging points Transport 2021 2030 Carbon savings will be realised through the transition from petrol and diesel vehicles to Electric Vehicles Improved User Experience 11 (Sustainable Cities and Communities), 13 (Climate Action) Area-wide - Optimise climate resources for SMEs Partnership working with Zero Waste Scotland and Energy Saving Trust. Optimise resources available for SMEs from Zero Waste Scotland and Energy Saving Trust in the form of information, expert help and practical assessments of business. Buildings & Energy, Procurement 2026 2030 Carbon savings will be dependent on the measures implemented by individual businesses - Finance 8 (Decent Work and Economic Growth), 9 (Industry, Innovation and Infrastructure) Area-wide - Page 206 of 228
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19 | P a g e Action & Description Key Mission & Responsible Section Start Year End Year Carbon Savings (tco2e) Other Benefits Link to Sustainable Development Goals (SDGs) Impact Baseline Delivery of Regional Economic Strategy Glasgow City Region – Delivery of Regional Economic Strategy (RES) and action plan on climate change Contribution to Delivery of key Programmes in RES such as Clyde Mission, Housing retrofit, EV infrastructure, Green Business Support Buildings & Energy, Procurement, Transport 2021 2030 Carbon savings are dependent on the programme delivery within North Lanarkshire - Fuel Poverty - Health - Improved User Experience -Finance 3 (Good health and Wellbeing), 7 (Affordable & Clean Energy), 11 (Sustainable Cities and Communities), 13 (Climate Action) Area-wide - Delivery of Glasgow City Region's Sustainable Procurement Strategy Objective 5 - Mitigating the impact to Climate Change Maximise use of procurement to support transition to net zero emissions, reduce supply chain disruptions and work with supply chains to incentives climate resilience, mitigation efforts and build capacity Procurement 2021 2030 Carbon savings are dependent on minimising waste and the reuse of materials - Finance 8 (Decent Work and Economic Growth), 9 (Industry, Innovation and Infrastructure) Area-wide - Page 207 of 228
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20 | P a g e Action & Description Key Mission & Responsible Section Start Year End Year Carbon Savings (tco2e) Other Benefits Link to Sustainable Development Goals (SDGs) Impact Baseline NL City Deal Infrastructure Programme Application of Scottish Governments Sustainability Test and Carbon Management Guidance into Business cases, design, procurement, and implementation on whole life basis. Fully integrate Active Travel into proposals Support Sustainable travel and 20 min neighbourhoods Procurement, Transport 2021 2026 Carbon savings are dependent on the specific action taken - Health - Air Quality 3 (Good health and Wellbeing), 11 (Sustainable Cities and Communities), 12 (Responsible Consumption and Production) Area-wide - Reduce embodied carbon potential Enabling the repurposing of historic buildings Reducing embodied carbon by repurposing (and improving the energy efficiency of) historic buildings, beginning with Kildonan Street, Coatbridge, Motherwell Old Town Hall and Motherwell YMCA Buildings & Energy, Waste 2025 2030 Preservation of embodied carbon of buildings retained - Sustainability 11 (Sustainable Cities and Communities), 12 (Responsible Consumption and Production) Area-wide - Page 208 of 228
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21 | P a g e Action & Description Key Mission & Responsible Section Start Year End Year Carbon Savings (tco2e) Other Benefits Link to Sustainable Development Goals (SDGs) Impact Baseline Development of Local Development Plan Local Development Plan 2 Produce Local Development Plan 2 in line with the requirements of the Development Plan Regulations and in compliance with NP4. NPF4 and the National Planning Policy Handbook (therein) will be part of the Development Plan and therefore Planning Policy. Buildings & Energy 2022 2027 Not applicable - protection of greenspace -sustainable development 11 (Sustainable Cities and Communities), 15 (Life on Land) Area-wide Not applicable Page 209 of 228
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22 | P a g e Appendix 2 The Council’s Carbon Boundary Carbon Boundaries are imaginary containers that capture all the emissions that organisations have a responsibility for. The council’s Carbon Boundary was determined by looking at how our buildings are used, transport use for service delivery and waste management for North Lanarkshire. In line with guidance, we are currently looking at how we can capture our procurement emissions as well as our staff’s use of public transport for business purposes. Figure.❶.North.Lanarkshire.Council҂s.Carbon.Boundary Page 210 of 228
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23 | P a g e Appendix 3 Supporting Strategies and Plans Document Link Air Quality Action Plan https://www.northlanarkshire.gov.uk/pests-and-pollution/pollution/air- quality/air-quality-management-areas Active Travel Access Strategy https://www.northlanarkshire.gov.uk/your-council/council-strategies-and- plans/council-strategies/active-travel-strategy Biodiversity Action Plan https://www.northlanarkshire.gov.uk/leisure-parks-and-culture/countryside- and-parks/countryside-management-and-biodiversity/biodiversity/our-local- biodiversity Contaminated Land Strategy https://www.northlanarkshire.gov.uk/pests-and- pollution/pollution/contaminated-land Core Paths Plan https://www.northlanarkshire.gov.uk/leisure-parks-and-culture/countryside- and-parks/accessing-local-environment Corporate Asset Management Plan https://www.northlanarkshire.gov.uk/your-council/council-strategies-and- plans/council-strategies/corporate-asset-management-plan Food Growing Strategy https://www.northlanarkshire.gov.uk/leisure-parks-and-culture/countryside- and-parks/community-food-growing-and-allotments Housing Asset Management Plan https://www.northlanarkshire.gov.uk/sites/default/files/2023- 04/Homes%20fit%20for%20the%20future%2C%20HAMP%202021-26.pdf Local Development Plan https://www.northlanarkshire.gov.uk/planning-and-building/development- plans/current-north-lanarkshire-local-development-plan Local Heat & Energy Efficiency Strategy and Delivery Plan https://www.northlanarkshire.gov.uk/your-council/council-strategies-and- plans/council-strategies/local-heat-and-energy-efficiency-strategy-and- delivery-plan Local Housing Strategy https://www.northlanarkshire.gov.uk/your-council/local-housing-strategy Local Transport Strategy New strategy expected 2026. https://www.northlanarkshire.gov.uk/your-council/council-strategies-and- plans/council-strategies/local-transport-strategy Open Space Strategy https://www.northlanarkshire.gov.uk/planning-and-building/development- plans/land-supply/open-space-strategy Tackling Poverty Strategy ‘Towards a Fairer North Lanarkshire’ https://www.northlanarkshire.gov.uk/your-community/tackling-poverty Tree Risk Management Strategy https://www.northlanarkshire.gov.uk/sites/default/files/2023- 01/TRAM%20Strategy.pdf Page 211 of 228
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24 | P a g e Appendix 4 North Lanarkshire Council North Lanarkshire council, established in 1996, is a single-tier authority and a member of the Glasgow City Region. It employs 13,400 staff (2024) and is responsible for education, social care, infrastructure, economic development, housing, environmental protection, waste management, and community planning, ensuring best value in service delivery. The council manages approximately 1,000 operational assets worth £1.2bn, including schools, care homes, depots, offices, and surplus land. Its roads infrastructure spans 1,575 km of carriageway, 199 pedestrian crossings, 2,902 km of footpaths, 542 bridges, and over 61,241 street lighting columns. Additionally, it oversees a range of leisure and cultural facilities, including sports venues, community centres, museums, libraries, and theatres. Our Services The following is a summary of relevant activities carried out by our Services. Education and Families Service continues to encourage school action on embedding sustainability via the curriculum for excellence. Topics such as litter, energy, water, waste management, healthy living and transport are tackled. Each year the schools participate in the Earth Hour Competition which encourages pupils to use their artistic or poetic creativity to produce works. A selection of these is chosen and are used to create short videos for social media, aired on the day of Earth Hour. Enterprise and Communities, as one of the larger services within the organisation, has responsibility for: - regulatory and waste solutions; environmental assets; (corporate estate) assets and procurement delivering energy efficiency works via the NDEE and BEMS management; communities; housing (operations, repairs and projects); new build housing; and planning. The diverse range of functions offered by the service can significantly impact on the council’s carbon footprint. E.g. Electrification of the fleet; diversion of waste from landfill (the Clyde Valley Residual Waste Project) and recycling rates; development of environmental resources as possible climate resources; improving the energy efficiency of the built environment (domestic and non-domestic) such as EESSH and other Energy Efficient Scotland programmes. The council does not have a direct labour organisation rather it procures the services required to carry out repairs and major works to assets such as buildings, social housing and roads. The council does not currently report the consumption and emissions of its contractors which are associated with works carried on its behalf. Page 212 of 228
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25 | P a g e The Health and Social Care service report directly to the Joint Improvement Board. The JIB report annually as a separate entity for the purposes of complying with Public Bodies Climate Change Duties Annual Compliance Reporting. The council is committed to ensuring North Lanarkshire is climate resilient and maximises its opportunities to adapt via its membership in Climate Ready Clyde. The value of other external relationships in maximising opportunities for knowledge and project development is realised through the council’s continued involvement in other regional bodies such as the Glasgow and the Clyde Valley Strategic Development Planning Authority and other organisations such as the Sustainable Scotland Network and the Public Sector Climate Adaptation Network. Roles and responsibilities The council’s committee structure was amended in 2022 and included the change of the Environment and Transportation committee to the Environment and Climate Change Committee. This signified the overt commitment to climate action and is evidence of the corporate awareness of the importance of this issue. Within the elected members’ roles is that of the Climate Champion whose role is independent and allows to them to advocate for change and also to question and challenge where necessary. The governance of climate change and the council’s duties as a public body lies with the Sustainable Futures (SF) Board and is led by the Chief Officer (Assets & Procurement) as the Senior Responsible Officer and is supported by the Chief Officer (Community Operations). The Board’s remit is to deliver key projects in its Programme of Work that will assist the council and the area of North Lanarkshire to become more resilient whilst reducing its emissions. The SF Board reports to relevant Committees e.g. progress on housing actions is reported to Housing Committee. The Public Sector Duties Reporting Working Group assists with the completion of the annual reporting duty with the SF Board having oversight this. The annual report provides a progress update on the individual public body’s journey towards net zero and how it contributes to the national adaptation strategy. It is reported in Cycle 1 to the Environment & Climate Change Committee having been submitted to the Scottish Government the previous November. The Local Heat and Energy Efficiency Strategy Board oversees progress of the LHEES and its Delivery Plan. The Board has responsibility for approving the strategy’s direction and any significant changes to it and the Delivery Plan. There is a crossover in terms of this Board and that of the SF Board as some of the actions contained within the Delivery Plan will contribute to the SF Programme of Work. The Audit and Scrutiny Team are independent of the above activity and police the organisation’s progress in terms of the Public Sector Duties. Updates on improvement actions are provided, and progress reports from the Chief Officer (Assets & Procurement) are submitted to the Panel on request. The Risk Team are also independent and ensure that regular consideration is given to effective climate action controls to guarantee that all climate risks are owned and managed throughout the organisation. North Lanarkshire Partnership is the Community Planning Partnership which facilitates a collaboration within the Strategic Leadership Board of Chief Officers and Chairs of key partner agencies. A strategic aim of this collective is climate change and supports the community Local Outcome Improvement Plans where Environment was identified as priority by local communities. Page 213 of 228
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26 | P a g e Figure.❷.Climate.™.Energy.Team.Staffing.Structure The Climate & Energy Team is based within the Asset Management Section of Assets & Procurement. The team has the overall responsibility for this document (Path to Net Zero (2045)), the LHEES and its Delivery Plan as well as the council’s Energy Policy including any updates or reviews. They are lead for the Corporate Climate Change risk, carrying out frequent reviews of controls and actions as well as co-ordinating the council’s response to all external consultations related to the Climate Change (Scotland) Act 2009. The Team is also part of the Estate Working Group whose members are all based within Assets & Procurement. The Working Group’s remit is to improve the condition of non-domestic buildings with a view to decarbonising as part of any relevant works taken. Page 214 of 228
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27 | P a g e Appendix 5 External Funding Opportunities Finance Source Finance Type Applicants Category Description Electric Vehicle Infrastructure Fund Grant Local authorities Mitigation £30M in funding for Scotland's local authorities to install public EV charging infrastructure. £4.73M has been allocated to the Glasgow City Region which includes North Lanarkshire. Public Sector Heat Decarbonisation Fund Grant Local authorities, universities and arms-length organisations Mitigation Funding for public sector building heating decarbonisation and energy efficiency retrofit improvements. £11M in funding for the decarbonisation of public sector properties. Climate Ready Regions Funding Grant Regional adaptation partnerships Adaptation Funding for Scottish regional adaptation partnerships to advance locally led solutions identified by partnership members. Page 215 of 228
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28 | P a g e Finance Source Finance Type Applicants Category Description SUEZ Communities Fund - Scotland - Grantscape Grant Not-for-profits; community groups and local authorities Nature-based £200,000 in funding for applications of up to £40,000 of environmental improvement capital works at public amenities. Applications made for the public amenity, biodiversity or historic building funding category must be in the vicinity of a landfill site or transfer station. Clean Heating & Energy Efficiency Grants (Home Energy Scotland Grant & Loan) Grant Homeowners Mitigation Grant funding for homeowners of up to £7,500 for energy efficiency improvements and £7,500 for clean heating systems. Houses in rural areas can receive up to an additional £1,500 for both category. Additional interest-free loans are also available. CARES Community Buildings Fund Grant Charities, community groups or faith groups Community Funding for renewable technology installation in owned or leased buildings like heat pumps, PV panels and energy saving improvements. Rural and Island Infrastructure Fund Grant Land-owning business or charge point operator Mitigation Funding to install public EV charging infrastructure, maximums are based on charger type. Applications must be made for land within a category 5-8 postcode under the Scottish 8-Fold Urban Rural Classification. Page 216 of 228
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29 | P a g e Finance Source Finance Type Applicants Category Description Climate Engagement Fund Grant Local community or voluntary groups Community Trusts Community Planning Partnerships Colleges and Universities Cultural Organisations Science and Environmental Organisations Community £275,000 in funding for projects that help to build people's understanding of the climate emergency. £25K-80K per project funding allocations. Lanarkshire Climate Action Hub Micro- grants Grant Community groups Community Various grants to spur community-led climate action within Lanarkshire. Awards range from £250 to £2,000 including the Climate Ready Places, Climate Change in Your Community, Active Travel Communities, Youth Reuse and Sharing, and the Climate Action grants. Page 217 of 228
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30 | P a g e Finance Source Finance Type Applicants Category Description Urban Forestry Challenge Fund Grant Non-profits or constituted bodies Nature-based Funding for new tree planting, tree and woodland maintenance, urban forestry management research, education, skills development and engagement. Areas are selected based on the provided Tree Equity Score, prioritising areas of at least moderate priority. Projects can apply for between £2,000 up to £20,000 and over £20,000 up to £100,000. Scottish Central Government Energy Efficiency Grant Scheme Grant Public Sector (limited) Mitigation Capital grant funding for heat decarbonisation and energy efficiency projects across the public sector, specifically to organisations with limited access to borrowing funds for this category of work. Scottish Public Sector Energy Efficiency Loan Scheme and Scotland Recycling Fund Loan Public sector bodies Mitigation Financing for energy efficiency projects with a maximum 12-year payback at a cost of £305 per tonne of carbon dioxide equivalent. Heat Network Fund Grant Public, private and third sector businesses and organisations Mitigation Funding for projects that support commercialisation or construction support for the legal definition of a district heat network or communal heat network. Maximum grant amount £1M. Page 218 of 228
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31 | P a g e Finance Source Finance Type Applicants Category Description National Lottery Climate Action Fund Grant Registered charities, public body, school, college or university All Various opportunities through the Climate Action Fund Food Systems, Energy and Climate, Nature and Climate and Our Shared Future strands. Funding ranges greatly across categories from £50,000 to £7M Page 219 of 228
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North Lanarkshire Council Report Environment and Climate Change Committee Does this report require to be approved? ☐ Yes ☒ No Ref JMcK/CPT Date 29/04/26 Contracts awarded below Committee approval threshold From James McKinstry - Chief Officer (Assets and Procurement) E-mail McKinstryJ@northlan.gov.uk 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 Environment and Climate Change 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 Page 221 of 228
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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 222 of 228
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Appendix 1 – Summary of Contracts Awarded Contract Ref NLC-CPT-25-123 Title Supply and Delivery of 40 x 35 Cubic Yard Open Skips Classification Supplies Chief Officer, Procuring Service Area Lyall Rennie, Chief Officer (Community Operations) 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 a Third-Party Framework (Multi Contractor Framework) No. of Contractors invited 5 No. of Bids Received 2 Award Criteria Most Economically Advantageous Tender (“MEAT) Scoring Model Evaluation Scores – Successful 91.50% Evaluation Scores – Unsuccessful Not Applicable Comments Procured via Scotland Excel Framework Agreement for Waste Disposal Equipment, Lot 1 – Skips and Containers (Ref.0923). Only one compliant tender received; the other tenderer failed to comply with the council’s Details of Requirements. Award Details Value £268,000 Contract Duration 2 months Contractor Name Skip Units Limited Contractor Size SME Contractor Location Derbyshire 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 223 of 228
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Contract Ref NLC-SLP-25-023 Title Supply of 6 x Precinct Sweepers Classification Supplies Chief Officer, Procuring Service Area Lyall Rennie, Chief Officer (Community Operations) 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 a Third-Party Framework (Multi Contractor Framework) No. of Framework Contractors 6 Award Criteria Best Value assessment, in accordance with the Framework Information Comments Procured via Scotland Excel Framework Agreement for Heavy Vehicles - Lot 7 Complete Road Sweepers (Ref.0321) Award Details Value £425,000 Contract Duration 2 months Contractor Name Bucher Municipal Limited Contractor Size SME Contractor Location Surrey 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 224 of 228
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Contract Ref NLC-CPT-25-100 Title Machine Repairs of Building Cleaning Equipment Classification Services Chief Officer, Procuring Service Area Lyall Rennie, Chief Officer (Community Operations) 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 a Third-Party Framework (Single Contractor Framework) No. of Framework Contractors 1 Award Criteria Best Value assessment, in accordance with the Framework Information Comments Procured via Scotland Excel Framework Agreement for Cleaning Equipment - Lot 2 Maintenance & Repair of Cleaning Equipment & Associated Products (Ref.0523) Award Details Value £210,824 Contract Duration 42 months (initial 30 months, option to extend 12 months) Contractor Name DMG Floorcare Ltd Contractor Size SME 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 225 of 228
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Contract Ref NLC-SLP-25-020 Title Supply of 2 x 15T Road Sweepers Classification Supplies Chief Officer, Procuring Service Area Lyall Rennie, Chief Officer (Community Operations) 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 a Third-Party Framework (Multi Contractor Framework) No. of Framework Contractors 10 Award Criteria Best Value assessment, in accordance with the Framework Information Comments Procured via Scotland Excel Framework Agreement for Heavy Vehicles - Lot 1 Chassis (Ref.0321) Award Details Value £333,328 Contract Duration 5 months Contractor Name Volvo Truck and Bus Centre North & Scotland Contractor Size Large Company Contractor Location Warwickshire 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 226 of 228
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Contract Ref NLC-SLP-25-027 Title Provision of Routing with Associated In-Cab and Handheld Solution Classification Supplies Chief Officer, Procuring Service Area Lyall Rennie, Chief Officer (Community Operations) 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 a Third-Party Framework (Multi Contractor Framework) Award Criteria Best Value assessment, in accordance with the Framework Information Comments Procured via Direct Award approach, considering the relevant information through the Crown Commercial Services G-Cloud 14 Framework (RM1557.14), Lot 2: Cloud Software. “G-Cloud” is an Agreement established by Crown Commercial Services (“CCS”) to provide a large variety of cloud-based services from a range of suppliers under: cloud hosting; cloud software; and cloud support. The G-cloud provides the online sourcing platform for public bodies to use search parameters to narrow suppliers and/or solutions to match their core specification of requirements, then refine further through benchmarking and comparison of the potential offers/solutions. Award Details Value £482,827 Contract Duration 48 months (initial 36 months, option to extend 12 months) Contractor Name Bartec Municipal Technologies Limited Contractor Size SME Contractor Location South Yorkshire 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 227 of 228
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Contract Ref NLC-SLP-25-035 Title Resilience Software Classification Supplies Chief Officer, Procuring Service Area Lyall Rennie, Chief Officer (Community Operations) 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 a Third-Party Framework (Multi Contractor Framework) Award Criteria Best Value assessment, in accordance with the Framework Information Comments Procured via Direct Award approach, considering the relevant information through the Crown Commercial Services G-Cloud 14 Framework (RM1557.14), Lot 2: Cloud Software. “G-Cloud” is an Agreement established by Crown Commercial Services (“CCS”) to provide a large variety of cloud-based services from a range of suppliers under: cloud hosting; cloud software; and cloud support. The G-cloud provides the online sourcing platform for public bodies to use search parameters to narrow suppliers and/or solutions to match their core specification of requirements, then refine further through benchmarking and comparison of the potential offers/solutions. Award Details Value £99,000 Contract Duration 36 months (initial 24 months, option to extend 12 months) Contractor Name Continuity 2 Ltd Contractor Size SME 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 228 of 228