Agenda Document Pack - Finance and Resources Committee - 02/09/2026
North Lanarkshire Council · 2 September 2026
Back to Finance and Resources Committee — 2 September 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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24 August 2026 Members of the Finance and Resources 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 Finance and Resources Committee is to be held in the Council Chamber, Civic Centre, Windmillhill Street, Motherwell, ML1 1AB on Wednesday, 02 September 2026 at 10:00 AM which you are requested to attend. The agenda of business is attached. Rachel Blair Chief Officer (Legal, Democratic and Strategy) Members : Clerk Name: Mark Hamill Clerk Telephone: 07811 294702 Clerk Email: committee@northlan.gov.uk B McCulloch, P McDade, A Ballinger, A Beveridge, M Boyd, A Campbell, T Carragher, C Costello, S Coyle, K Duffy, T Fisher, J Hume, D Johnston, T Johnston, P Kelly, A Khan, K Larson, J Logue, H Loughran, F MacGregor, A Masterton, J McLaren, M McPake, J McPhilemy, L Nolan, P Patton, C Quigley, L Roarty, G Robinson, W Shields, A Stubbs, L Stubbs, R Sullivan, A Thomas, J Toner, S Watson, C Williams, G Woods. Page 1 of 408
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Agenda 1 Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 Operational 2 Brighter Futures Programme of Works - NL Academies Submit report by the Chief Officer (People Resources) providing an update on progress of North Lanarkshire Academies during 2025/26. 9 - 22 3 Local Public Holidays for Factories and Businesses – 2027 Submit report by Chief Officer (Legal, Democratic and Strategy) seeking approval of the local public holidays in calendar year 2027 for factories and businesses in North Lanarkshire. 23 - 28 4 North Lanarkshire Properties LLO Business Plan 2026-2031 Submit report by the Operating Model Delivery Manager seeking approval of (1) the Business Plan 2026-2031, and (2) a six-month transition period for the introduction of the revised performance indicators. 29 - 80 5 Review of Taxi Fare Scales under Section 17 of the Civic Government (Scotland) Act 1982 Submit report by the Chief Officer (Legal, Democratic and Strategy) seeking approval to consult on the proposed revised taxi fare scales from 7 September to 2 October 2026. 81 - 104 6 Comprehensive Review of Taxi and Private Hire Licensing - Progress Update Submit report by the Chief Officer (Legal, Democratic and Strategy) providing an update on the progress of the Taxi and Private Hire Licensing Review. 105 - 114 7 Data Protection Complaints Policy – Approval and Implementation Submit report by the Chief Officer (Legal, Democratic and Strategy) seeking approval of the Council's Data Protection Complaints Policy. 115 - 144 Page 3 of 408
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8 Annual Data Protection Compliance and Activity Report for Financial Year 2025/26 Submit report by the Data Protection Officer and Legal Manager (Governance and Information) providing the annual update on statutory reporting requirements for the councils data protection and information governance performance for the financial year 2025/26. 145 - 172 Performance 9 Senior Information Risk Owner (SIRO) – Information Governance, Assurance and Performance Report 2025/26 Submit report by Chief Officer (Legal, Democratic and Strategy) setting out the update on the Annual Data Protection Compliance and Activity report and the Freedom of Information and Environmental Information Requests Annual Report for the financial year 2025/26. 173 - 188 10 Annual Procurement Report 2025/26 Submit report by the Chief Officer (Assets and Procurement) seeking approval of the Annual Procurement Report 2025/26. 189 - 222 11 Freedom of Information (Scotland) Act 2002 (FOISA) and Environmental Information (Scotland) Regulations 2004 (EIRs) - Annual Performance Report 2025/26 Submit report by the Chief Officer (Legal, Democratic and Strategy) providing an overview of Freedom of Information (FOI) and the Environmental Information (EIR) requests received by North Lanarkshire Council during the 2025/26 financial year. 223 - 236 12 Strategic Performance Framework - Latest Performance Results for Legal, Democratic and Strategy Submit report by the Chief Officer (Legal, Democratic and Strategy) presenting the latest performance results for the Legal, Democratic and Strategy service. 237 - 256 Financial Page 4 of 408
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13 Revenue and Benefits Update Submit report by the Chief Officer (Finance and Technology) providing an update on the performance within the Revenues and Benefits function of Finance as at 30 June 2026. 257 - 264 14 Revenue Monitoring Report Council Summary - 1 April 2026 to 19 June 2026 Submit report by the Chief Officer (Finance and Technology) (1) providing an update on the overall financial position for the General Fund Account, Housing Revenue Account and Adult Health and Social Care, for the financial year to 31 May 2027; (2) consolidating the budget monitoring position of all Services, and (3) highlighting and explaining major outturn variances as per the Council's approved Financial Regulations. 265 - 274 15 Revenue Budget Monitoring Report; Chief Executive's Service 1 April to 19 June 2026 (Period 3) Submit report by the Chief Officer (Finance and Technology) (1) providing a summary of the Chief Executive's financial performance for the Period from 1 April to 19 June 2026 (Period 3) and (2) illustrating the provisional outturn as at 31 March 2027, with major outturn variances highlighted and explained per the Council's approved Financial Regulations. 275 - 286 16 Capital Programme 2026/27 Monitoring Report Submit report by the Chief Officer (Finance and Technology) (1) providing an update on the 2026/27 resources and expenditure for the Council's Strategic Capital Investment Programme and (2) detailing the 2026/27 projected outturn position and the resultant variances. 287 - 298 17 Chief Executive Service - Capital Monitoring Report 1 April to 19 June 2026 (Period 3) Submit report by the Chief Officer (Finance and Technology) highlighting the finance performance and projected outturn of the 2026/27 Chief Executive Service's capital programme for the period ended 19 June 2026 (Period 3). 299 - 304 Page 5 of 408
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18 Treasury Management Monitoring Report for Quarter ended 30 June 2026 Submit report by the Chief Officer (Finance and Technology) informing of the quarterly Treasury Management activity for the period from 1 April 2026 to 30 June 2026 and compliance with the mandatory treasury and prudential indicators. 305 - 322 19 Treasury Management Annual Activity Report 2025/26 Submit report by the Chief Officer (Finance and Technology) outlining the treasury management activity undertaken during 2025/26 and the resulting impact on the Council's borrowing and investment strategy. 323 - 352 20 General Write Off People Resources Submit report by the Chief Officer (People Resources) summarising outstanding debtor accounts which are deemed uncollectable following all attempts at recovery or are not economically viable to continue to pursue. 353 - 358 21 General Debtors Write Off 2026/27- Finance & Technology Submit report by the Chief Officer (Finance and Technology) summarising outstanding debtor accounts which are deemed uncollectable following all attempts at recovery or are not economically viable to continue to pursue. 359 - 364 Contracts 22 Contract Award for Primary and Secondary Data Centres Submit report by the Chief Officer (Finance and Technology) seeking approval of the award of a contract for Primary and Secondary Data Centres. 365 - 374 23 Contracts with Variations Submit report by the Chief Officer (Assets and Procurement) providing details of construction contracts completed in the period 1 October 2025 to 1 July 2026. 375 - 382 Page 6 of 408
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24 Proposed Lease of Former Whifflet Park Bowling Club Submit report by the Chief Officer (Assets and Procurement) seeking approval for a 40 year lease to Burnbank Football Club for refurbishment works of the former pavilion and conversion of the bowling greens into football pitches. 383 - 388 25 Ravenswood Primary School - RAAC and Improvement Works Submit report by the Chief Officer (Assets and Procurement) providing an update of the contract progress, revised financial position, and the strategic rationale for the scope of works at Ravenswood Primary School. 389 - 398 26 Contracts Awarded Below Committee Approval Threshold Submit report by Chief Officer (Assets and Procurement) notifying of the Contracts Awarded since the last meeting of the Committee with a value below the financial threshold for requiring approval. 399 - 408 EXCLUSION OF PUBLIC The Sub-Committee is asked to consider passing the following resolution: "That under Section 50A(4) of the Local Government (Scotland) Act 1973, the public be excluded from the meeting for the following item of business on the grounds that it involves the likely disclosure of exempt information as defined in paragraph 9 of Part 1 of Schedule 7A of the Act". 27 Disposal of Land Submit report by the Chief Officer (Assets and Procurement) seeking approval for the disposal of land. Page 7 of 408
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North Lanarkshire Council Report Finance and Resources Committee Does this report require to be approved? ☒ Yes ☐ No Ref FW/LS Date 02/09/26 Brighter Futures programme of work – NL Academies From Fiona Whittaker, Chief Officer (People Resources) E-mail WhittakerF@northlan.gov.uk Executive Summary During the Council’s first phase Programme of Work (PoW), the Brighter Futures Programme has advanced a broad series of projects that aim to improve educational attainment, provide career opportunities and enable access to entrepreneurship and volunteering. It is about preparing our young people and residents for the future, through providing specialised education and work experience, volunteering in our communities, access to support for enterprise and clear pathways to jobs in growing industry sectors. NL Academies forms a key part of Brighter Futures by working closely with businesses and partners in industry sectors to create innovative but viable pathways to employment, boosting jobs and economic growth. NL Academies are also responsible for leading the implementation of the approved Social Value Framework to further enhance outcomes in these areas by leveraging the council’s significant procurement activity. As part of a regular annual update to Finance and Resources Committee on this work, this report sets out all activity and outcomes realised under the four deliverables set for NL Academies. During 2025/26, funded activity supported 546 residents through training, qualifications, work experience and employment pathways across key growth sectors. This includes externally funded project work, summer placements, skills training for young people and opportunities for adults in North Lanarkshire to enter training and finish with a well-paid job in a growing industry. The report also describes our wider strategic activity around creating partnerships with employers in industry through the progress in the Built Environment Sector Board and Care Academy and an enhanced approach to realising social value across the council’s procurement activity. This includes a key drive to enhance attraction and equalities to key industry sectors and also acknowledges the next steps to be taken to further progress the work of NL Academies. Recommendations It is recommended that the Finance and Resources Committee: (1) Acknowledge the progress made through the NL Academies programme during 2025/26. (2) Endorse the ongoing delivery of activity across the four NL Academies deliverables (3) Agree the next steps outlined within this report. Item 2 Page 9 of 408
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1. Background 1.1 Within the Brighter Futures PoW, five interconnected themes operate to deliver on the programme’s strategic aims of: • Creating opportunities for young people and the wider community and connecting them to employment. • Maximising growth and meeting the needs of North Lanarkshire’s employers and key sectors. • Fully leveraging all resources and seeking opportunity to grow resources and funding. • Providing alternative pathways for residents to contribute to and support North Lanarkshire’s economy and communities. • Supporting North Lanarkshire labour market. 1.2 Of the five themes (NL Academies, Curricular Pathways, Employability and Community Learning and Development, Volunteering and Entrepreneurship) this report focuses on NL Academies. NL Academies plays a key role in shaping the work, future direction and growth of these key industries through: • Defining a clear picture of key industry workforce gaps at a local level. • Commissioning relevant employment and training activities to address gaps. • Agreeing existing and new pathway priorities. • Developing new and innovative solutions and partnerships. • Driving industry collaboration and engagement, and • Brokering joint approaches to funding. 2. Report 2.1 This report provides an update on the progress of the four deliverables of the NL Academies theme under the Brighter Futures PoW. The deliverables are detailed in table 1: Table 1 – NL Academies deliverables Deliverable 1 Ensure increased skilled workforce employed in roles which fit industry needs and contribute to greater economic outputs. Expand pathways and progression routes within key sectors to connect to employment. Deliverable 2 Develop employer engagement within each model to ensure full participation and increased work opportunities. Deliverable 3 Enhance attraction and advance equalities across key industry sectors. Deliverable 4 Maximise opportunities to enhance social value through the council’s procurement activity The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (23) Build a workforce for the future capable of delivering on our priorities and shared ambition Programme of Work Brighter Futures Page 10 of 408
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2.2 The next sections of this report describe the progress under each deliverable. • Deliverable 1 – ensure increased skilled workforce employed in roles which fit industry needs and contribute to greater economic outputs. Expand pathways and progression routes within key sectors to connect to employment. 2.3 The programmes outlined in Table 2 demonstrate the impact of the NL Academies approach in supporting residents into training, qualifications and employment opportunities aligned to priority sectors. During 2025/26, 546 residents were supported through funded activity, with programmes specifically designed to address workforce shortages, improve employability and widen access to sectors experiencing recruitment challenges. Delivery has been via a partnership approach and has focused on creating sustainable pathways into employment while supporting inclusive growth and improving opportunities for individuals facing barriers to work. Table 2 – NL Academies projects and residents supported Built Environment Academy Project Description No. of NL residents supported BE-ST Next Gen Summit November 25 / January 26 ASN March 26 S1 pupils participated in a hands-on sustainable design experience aimed at inspiring the next generation to consider careers within a net-zero built environment. The session, delivered through the Eco School Project by education programme creators Class of Your Own, integrated the Design, Engineer, Construct (DEC) curriculum with a strong focus on sustainability. Working collaboratively in teams, pupils adopted real-world industry roles such as surveyor, director and architect, designing environmentally sustainable and energy-efficient school buildings. This practical approach enabled learners to develop problem-solving, teamwork and design skills while gaining insight into careers within the built environment. The workshop was also successfully adapted, with support from AtkinsRéalis, to meet the needs of 56 ASN pupils. This ensured equitable access to the experience, while incorporating an additional accessibility audit of the venue. This element enhanced learners’ understanding of inclusive design and highlighted the importance of accessibility within the built environment. 390 Building a Future - Restorative Justice Programme November 25 February 26 The Restorative Justice employability project supported justice experienced individuals in North Lanarkshire to overcome significant barriers to work, including low confidence, long-term unemployment and challenges around disclosing convictions. Delivered through a trauma-informed, person-centred model, the programme combined group training, one-to-one mentoring, employer engagement and work placements to build skills, confidence and job readiness. Participants also achieved a suite of industry-recognised qualifications, including CSCS preparation, health and safety awareness, manual handling and emergency first aid, strengthening their job readiness and ability to progress into construction roles. This approach achieved strong outcomes, including a 100% completion rate and over half of participants progressing into full-time employment, alongside wider improvements in confidence, wellbeing and motivation. Participant feedback highlighted the transformational impact, with individuals reporting significant growth in confidence and describing the programme as “highly motivational” and “something worthwhile”, demonstrating both tangible employability outcomes and meaningful personal progression. 14 Page 11 of 408
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Schools Programme This six-week construction programme provides one day per week of structured, practical training for school pupils not on exam leave, delivered across three high schools to maximise accessibility. Participants are introduced to key trade areas, including brickwork and joinery, alongside the SCQF Level 4 Employability Skills Award. Each session combines hands-on construction activities with team building, wellness walks and facilitator-led learning, focusing on developing core skills such as teamwork, communication, problem solving, self- management, and health and wellbeing. Delivered through a relationship-led and tailored approach, the programme supports young people to overcome barriers, build confidence, and develop an understanding of workplace expectations, culminating in a celebration of achievement and increased readiness for further training or employment. 24 Digital Academy Project Description No. of NL residents supported Digital Youth Academy August 25 ASN Programme in conjunction with No Limits March 26 This programme provided 2 bootcamps over a 4-week period for 16–24- year-olds. The bootcamps completed were “Business” and “Digital Skills” for young people with no or basic IT skills where they learned problem solving, PC passport, office systems user, introduction to digital marketing, web skills, creative content skills and CV building and preparing for interviews. Candidates are supported to find apprenticeship opportunities following completion of the bootcamps. A specific programme was delivered to extend the NLC/QA Digital Youth Academy to a group of young people with additional support needs who were participating in the council’s No Limits programme via the Supported Employment team. The programme was specifically tailored to the digital needs of the participants in a fun and creative learning environment and provided opportunities in both digital and life skills. 17 12 Care Academy Project Description No. of NL residents supported Partners into Care Pilot 2025 The work placement scheme pilot, developed in partnership with local employability stakeholders, was designed to enhance employment opportunities for individuals facing barriers to work through a combination of accredited training and paid, practical experience within the social care sector. The programme successfully supported eight participants delivering over 500 hours of paid work above the Scottish Living Wage, approximately 152 CPD points, and SCQF Level 5 qualifications, with five participants progressing to employment offers, significantly exceeding typical recruitment conversion rates. The scheme demonstrated clear benefits in improving participant confidence, skills and employability, while also contributing to local workforce capacity and generating wider economic value through engagement with local training providers. Overall, the pilot evidences a strong return on investment and provides a scalable model for future employability initiatives across North Lanarkshire 8 Partners into Care 2026 The 2026 Care Academy programme, built on the previous pilot by delivering accredited training and practical experience to support residents facing barriers to employment into the social care sector. The programme engaged 75 individuals, with 49 enrolling and 28 completing the full placement, achieving approximately 300 CPD points and SCQF Level 5 qualifications. A total of 23 employment offers were made to participants who would not typically have progressed through standard recruitment processes, 28 Page 12 of 408
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representing a conversion rate of around 47%, significantly above the sector norm. The initiative contributed to increased workforce capacity, generated approximately £460k in annual earnings from a £50k investment, and delivered wider economic benefits through local training spend. While challenges were noted around the unpaid nature of the programme and participant attrition, the overall outcomes demonstrate strong value for money and confirm the model as an effective, scalable approach to improving employability and addressing workforce shortages within the local health and social care sector. Cross cutting activity Project Description No. of NL residents supported Summer Placement Programme (external placements) This programme provides young people across North Lanarkshire with the opportunity to learn new skills, develop existing strengths and earn while gaining valuable work experience during the school summer holidays. Building on previous years, the 2026 programme continues to expand its reach across key industries including the Built Environment, Health & Social Care, Digital Technology and a broad range of public and third- sector roles, with ongoing support from external partners such as construction employers and NHS Lanarkshire. Participants undertaking Built Environment placements are supported to work towards a Green Labourer CSCS Card, enhancing their readiness for employment within the sector. Across all placements, learners continue to develop core employability skills, with opportunities to achieve an employability certificate supported by CLD colleagues. Towards the end of the programme, all students attend the “My Skills My Future” workshop, helping them reflect on their experience and plan their next steps. The programme continues to grow in scale and diversity, building on the strong foundations of previous years (23 placements in 2024 and 53 in 2025). 62 external placements are being delivered in 2026 across sectors including built environment, digital, automotive, nursing, podiatry, occupational therapy, NHS administration and care. 2025 - 53 Total residents supported via NL Academies funded programmes in 2025/26 546 2.4 In addition to direct programme delivery, NL Academies continues to develop and strengthen pathways between education, employability provision, skills development and employment. Through investment from the UK Shared Prosperity Fund in 2025/26, partnership working with employers, education providers and employability services and social value contributions, residents are being supported to progress from initial engagement through training and work experience into sustainable employment opportunities. This approach ensures that pathways remain responsive to employer demand while supporting the ambitions of the Brighter Futures Programme of Work. External summer placement programme 2.5 Since its inception as a targeted pilot responding to service demand and the need to improve employment pathways for young people, the Summer Placement Programme has developed into a significant, large-scale initiative. It now brings together multiple council services alongside a strong and diverse network of external employers. The programme’s success demonstrates the value of structured, paid work experience and Page 13 of 408
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presents a clear opportunity to expand the model to address wider challenges across communities and the local labour market. 2.6 The programme supports key local and national priorities, including improving youth employability, reducing inequality of opportunity, and addressing workforce challenges across priority sectors. It aligns with North Lanarkshire Council’s One Workforce Plan and Brighter Futures Programme, as well as wider Community Planning Partnership priorities relating to inclusive growth, skills development, and tackling poverty and inequality. 2.7 Many young people have limited access to high-quality, structured work experience, with opportunities often shaped by informal networks rather than individual need or potential. This can impact confidence, skills development, and awareness of career pathways. At the same time, the council and local employers face skills shortages in areas such as the Built Environment, Health and Social Care, and Digital sectors. The programme responds directly by providing paid, inclusive opportunities for all young people across North Lanarkshire, regardless of background, ensuring equitable access to meaningful workplace experience. 2.8 The programme is both innovative and continually evolving, with clear success in widening access to sectors that have traditionally been more difficult for some groups to enter, particularly the Built Environment. What began in 2023 as a small, internal- only offer has grown into a broader and more established pathway. Participation has expanded from 15 businesses in 2024 to 50 businesses by 2026. This growth has been driven primarily through external employer partnerships, which demonstrates how effective partnership working has enabled the programme not only to scale but also to create new entry routes into high-demand sectors that would otherwise remain inaccessible to many young people. 2.9 This growth has also supported greater inclusion. Female participation in Built Environment roles increased from no participants in 2023 to 7% in 2024, 19% in 2025, and 28% in 2026. This demonstrates the programme’s impact in widening access to a sector where women have traditionally been underrepresented. It highlights how the programme is not only responding to workforce needs but also challenging occupational barriers and promoting broader participation in sectors where diversity remains a long-term issue. • Deliverable 2 – develop employer engagement within each model to ensure full participation and increased work opportunities Built Environment sector 2.10 The Built Environment Sector Board has continued to mature as a strategic partnership bringing together employers, education providers, industry representatives and council services to address current and future workforce challenges. 2.11 Key achievements during 2025/26 include commissioning the labour market demand study, supporting development of curriculum pathways linked to industry demand and strengthening employer participation in work experience and skills initiatives. Through this approach, the Board is establishing a stronger evidence base to inform workforce planning and skills investment across North Lanarkshire. 2.12 In late 2025, the council, via the Built Environment Sector Board, commissioned a study to assess construction labour demand between 2025 and 2029, identify potential workforce and skills shortages, and better understand the capacity of the local Page 14 of 408
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construction sector to support major capital investment, housing and regeneration programmes, infrastructure projects, and net zero commitments. The study highlights a significant pipeline of construction activity across the wider region. 2.13 Analysis identifies a shortfall of workers, representing 18% of projected labour demand. The most significant shortages are expected in key trades, including electrical installation, plumbing and HVAC, as well as professional occupations such as surveyors, construction project managers and architects. These roles are critical to delivering housing, education, infrastructure and net zero programmes. 2.14 The transition to net zero is expected to generate substantial additional demand, particularly for electrical and retrofit-related skills. The study found this challenge is compounded by an ageing workforce, limited labour mobility, low diversity within the sector, and gaps in specialist training provision. Despite these challenges, North Lanarkshire has a strong construction sector, with around 1,570 construction businesses employing approximately 14,700 people. However, 90% of firms are micro- businesses, highlighting the importance of supporting capacity and skills development across the supply chain. 2.15 The study recommends targeted investment in priority skills areas, strengthened community benefits and training requirements through procurement, enhanced collaboration with education and training providers, earlier engagement with young people, and measures to attract under-represented groups into the sector. Without intervention, workforce shortages could impact project delivery, increase costs and constrain progress towards housing, regeneration and net zero objectives. However, by taking a coordinated approach, there is a significant opportunity to increase local employment, strengthen the local supply chain, support inclusive growth and develop a more resilient construction workforce for the future. 2.16 The findings and recommendations of the study align closely with the existing approach to workforce development, employability, community benefits and economic growth in key sectors. The NL Academies team along with internal colleagues within Education and external partners are already taking forward a range of activity designed to address current and future workforce needs within built environment sectors. This includes: • Collaborative working with New College Lanarkshire, Skills Development Scotland, CITB and industry employers and partners to support skills development, training provision and progression pathways into the sector. • Delivery of funded programmes and sector-based experience that support residents to access construction-related training and employment opportunities. • Promotion of school engagement activity and career awareness initiatives to encourage more young people to consider careers within construction and the built environment. • The creation of the council’s new Social Value Framework which sets out a renewed and strengthened approach to embedding social value across procurement ensuring contributions and directing benefits to improve lives, tackle persistent inequalities, strengthen community resilience and build a fairer, more sustainable local economy. • Development of approaches that support inclusive growth and encourage participation from under-represented groups and those seeking to change careers. Page 15 of 408
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2.17 The study reinforces the need to continue and strengthen these activities, particularly in skills areas where future workforce shortages are forecast, including electrical installation, plumbing and HVAC, surveying, construction management and retrofit- related occupations required to support net zero ambitions. 2.18 The NL Academies team will continue to work through existing partnerships, including the Built Environment Sector Board, to align workforce planning, training provision and employer engagement with anticipated demand. This will help maximise local employment opportunities, strengthen the local supply chain and support delivery of the council's capital investment, housing, regeneration and net zero programmes. 2.19 The findings of the study are also informing future discussions with partners regarding skills investment, training capacity and community benefit priorities to ensure that local residents and businesses are well positioned to benefit from the significant construction opportunities anticipated over the coming years. Care Academy sector 2.20 Employer engagement within the Care Academy has continued during 2025/26 through close collaboration with South Lanarkshire Council, NHS Lanarkshire, independent and third sector care providers, and employability partners. These partnerships have supported the design and delivery of training, work-based learning opportunities and recruitment activity, ensuring that provision remains responsive to the needs of the sector and local labour market. 2.21 As the partnership matures, consideration is being given to how existing collaborative arrangements can continue to evolve to support workforce priorities across North and South Lanarkshire and NHS Lanarkshire. Early considerations to further strengthen partnership working include maximising collective resources and supporting a more coordinated approach to workforce development activity and best practice approaches across the wider health and social care landscape. Any future developments will be considered and progressed through the appropriate governance arrangements. 2.22 The success of the Partners into Care programmes detailed in table 2 demonstrates the value of employer-led engagement, with care providers actively contributing to participant placements, sector insight sessions, recruitment support and progression opportunities. This collaborative approach has enabled employers to access a wider pool of potential candidates while supporting residents who may not otherwise have entered the care sector through traditional recruitment routes. The programme has also strengthened relationships between employers and employability services, helping to create clearer pathways into sustainable employment. 2.23 Within NLC and in partnership with NHS Lanarkshire, a collaborative Modern Apprenticeship was created and implemented in August 2025 with both candidates now in their second year. The Integrated Health and Social Care Modern Apprenticeship provides diverse exposure to both healthcare and social care environments to foster a more holistic skills set and encouraging collaboration between partners. The apprentices work in the Integrated Rehab Team with occupational therapy across NLC and NHSL across a 2-year programme. In their first year they have completed an SCQF (Scottish Credit and Qualifications Framework) level 6 and are now progressing towards their SCQF level 7. These posts are fully aligned towards hard to fill roles and through a “grow your own” approach. Work is ongoing to secure career pathways for the apprentices when they finish with potential options being further study at university or employment within social work or occupational therapy assistant roles. Page 16 of 408
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2.24 As outlined in sections 2.5 to 2.9, the Summer Placement Programme has continued to expand across the care sector in 2026. Within NHS Lanarkshire, the number of placements has doubled compared with the programme's initial delivery in 2024. The nature of placements has also evolved, moving from exclusively clerical roles in 2024 to a broader range of opportunities encompassing both clerical and clinical settings. In 2026, NHS Lanarkshire is hosting 10 placements in total, comprising five clerical and five clinical roles. 2.24.1 Feedback and case studies from participating students highlight the positive impact of the programme. Students reported increased confidence, enhanced communication skills, and the development of a range of employability and role- specific skills through their placement experience. Participation has also influenced career aspirations and increased awareness of the range of opportunities available within health and social care, enabling students to make more informed decisions about future education and career pathways • Deliverable 3 – enhance attraction and advance equalities across key industry sectors Scottish Pathways into Construction Programme 2.25 The Scottish Pathways into Construction programme was delivered in North Lanarkshire by Capital City Partnership (CCP), through the Edinburgh and South East Scotland City Region Deal, in partnership with CITB and Balfour Beatty. The programme was designed to support individuals from under-represented groups and those facing barriers to employment to access opportunities within the construction sector. The initiative was funded through the CITB Impact Fund, secured by CCP and Balfour Beatty, with a requirement that delivery take place across Scotland. Through effective partnership working, North Lanarkshire was successfully identified as a delivery location, bringing the programme to Motherwell and creating opportunities for local residents. 2.26 Delivery was supported through collaborative working with a range of North Lanarkshire Council services, including Supported Employment, to identify and recruit suitable participants. All participants successfully completed a range of industry-relevant qualifications and achieved their CSCS Green Labourer Card through testing undertaken at New College Lanarkshire's Motherwell Campus. Qualifications achieved were manual handling awareness, working at heights, abrasive wheels, vehicle banksman training, fire safety awareness, REHIS elementary Health and Safety and CSCS. 2.27 Participants benefited from sector-specific employability support and practical work placement opportunities with CCG, enabling them to gain valuable experience within a live construction environment. Several participants have subsequently progressed onto North Lanarkshire Council's Summer Placement Programme, providing a further six weeks of supported work experience. Following employer engagement and interview opportunities, so far one participant successfully secured employment with Clark Contracts. 2.28 The programme demonstrated the value of partnership working between local authority services, training providers and major industry employers in creating inclusive pathways into construction careers. It has helped participants gain recognised qualifications, practical experience and access to employment opportunities, while supporting the construction sector's ongoing workforce and skills requirements. Page 17 of 408
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2.29 The success of the justice-focused employability programme has demonstrated the benefits of combining tailored employability support, vocational training and employer engagement to support individuals facing barriers to employment. Building on the positive outcomes achieved, opportunities are now being explored to adapt and extend the model to support other priority groups, including care-experienced young people and military veterans. By adapting the programme to meet the specific needs of these cohorts, participants would be supported to develop skills, gain recognised qualifications and access sustainable employment opportunities, contributing to improved social and economic outcomes across North Lanarkshire. Youth Engagement Strategy (YES) 2.30 During 2025/26, NL Academies also commenced work on the Youth Engagement Strategy (YES), linking to the outcomes from our commissioned research. This work seeks to set out a direction and actions required to engage, attract and recruit young people to careers in the Built Environment. 2.31 Initial progress has focused on improving coordination across existing programmes, identifying opportunities to strengthen progression routes and ensuring that young people from priority groups are able to access high-quality support aligned to labour market demand, examples of which are contained earlier in the report within table 2. 2.32 Further development of the strategy will continue throughout 2026/27, ensuring alignment and integration with new strategic deliverables for the Programme of Work agreed at Policy and Strategy Committee in June 2026, particularly Curriculum Innovation. • Deliverable 4 – maximise opportunities to enhance social value through the council’s procurement activity 2.33 The development of the Social Value Framework represents a key deliverable driven via NL Academies and aligned to the council’s strategic ambition to drive inclusive growth and ensure that the benefits of investment are realised across all communities. As outlined within the Framework (approved at Policy and Strategy Committee in March 2026), it aims to strengthen the council’s existing approach to community benefits, embedding a more structured and consistent methodology for delivering social, economic and environmental value through procurement and service delivery. This work has been undertaken within the context of the Plan for North Lanarkshire, with a clear emphasis on addressing persistent inequalities, tackling deprivation, and ensuring that residents benefit directly from economic growth and regeneration activity. 2.34 The framework has been designed to: • Establish a clear, organisation-wide vision for social value aligned to strategic priorities; • Embed social value requirements consistently within procurement and contract management processes; • Introduce a robust, transparent approach to measuring and reporting outcomes; and • Provide a phased implementation roadmap to support delivery across all service areas. 2.35 Following approval, focus has moved to the phased implementation of the framework across all relevant service areas. This includes: Page 18 of 408
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• Embedding requirements within procurement pipelines and contract management activity; • Developing supporting tools, guidance and training for officers; • Establishing baseline measures and reporting mechanisms; and • Monitoring delivery to ensure that intended outcomes are achieved and evidenced. 2.36 Through implementation of the Social Value Framework, the council will be better positioned to maximise the wider benefits generated through public expenditure, ensuring that procurement activity contributes not only to service delivery but also to employment opportunities, skills development, environmental sustainability and improved outcomes for local communities. Summary and next steps 2.37 Significant progress has been made across all four NL Academies deliverables during 2025/26. Through effective partnership working, targeted investment and a focus on priority sectors, the programme has supported residents into training, qualifications and employment while helping employers address workforce challenges. 2.38 Work undertaken during the year has strengthened pathways into key sectors, expanded opportunities for young people and priority groups, enhanced employer engagement, and established the foundations for a more strategic approach to social value delivery. 2.39 The next phase of delivery will focus on scaling successful programmes, strengthening sector partnerships, implementing the Social Value Framework and ensuring that workforce development activity remains aligned to future labour market demand across North Lanarkshire. 2.40 Following approval by Policy and Strategy Committee in June 2026 to integrate six new strategic deliverables into the existing Programme of Work, delivery of Brighter Futures will be strengthened through alignment with the new Curriculum Innovation deliverable. This will support the development of flexible, future-focused learning pathways co- designed with employers and education, learning and industry partners, helping to improve positive destinations, raise attainment, reduce economic inactivity and better equip young people and adults with the skills, qualifications and confidence required to succeed in a changing labour market. 2.41 Next steps will focus on defining and shaping the Curriculum Innovation deliverable, integrating it within the Brighter Futures priority and Programme of Work Delivery Plan, refreshing existing commitments to maximise strategic impact, and strengthening governance and oversight arrangements to drive delivery. As Programme of Work activity continues to mature, appropriate elements will transition into business as usual, supporting a sustainable, council-wide approach to transformation and continuous improvement. 2.42 Collectively, these developments will further strengthen North Lanarkshire's approach to workforce development, ensuring residents are equipped with the skills, qualifications and opportunities required to access sustainable employment and contribute to the area's future economic growth. Page 19 of 408
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3. Measures of success 3.1 Success in NL Academies will be measured via the Local Growth Fund reporting on the outputs and outcomes aligned to the applicable intervention and via the Brighter Futures Delivery Framework. 4. Supporting documentation 4.1 None. Fiona Whittaker Chief Officer (People Resources) Page 20 of 408
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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 21 of 408
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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 22 of 408
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North Lanarkshire Council Report Finance and Resources Committee Does this report require to be approved? ☒ Yes ☐ No Ref REB/MH Date 02/09/26 Local Public Holidays for Factories and Businesses – 2027 From Rachel Blair, Chief Officer (Legal, Democratic and Strategy) E-mail BlairR@nothlan.gov.uk Executive Summary The Council is required to determine annually the schedule of local public holidays for factories and businesses operating within North Lanarkshire. This report seeks approval of the proposed local public holiday dates for the 2027 calendar year. The proposed dates maintain established local arrangements, provide certainty for employers and employees, and support effective workforce planning across both the public and private sectors. Recommendations It is recommended that the Finance and Resources Committee: (1) Approve the proposed schedule of local public holidays for factories and businesses within North Lanarkshire for the 2027 calendar year, as set out in section 2 of this report. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (15) Encourage the health and wellbeing of people through a range of social, cultural, and leisure activities Programme of Work Statutory / corporate / service requirement Item 3 Page 23 of 408
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1. Background 1.1 The Council is required to determine annually the dates of local public holidays applicable to factories and businesses operating within North Lanarkshire. Once approved, these dates provide a recognised framework for employers, employees and businesses when planning staffing arrangements, operational activity and annual leave. 1.2 Whilst certain public holidays are designated nationally, local public holidays are determined by individual local authorities and therefore may differ across Scotland. In establishing the proposed schedule, regard has been given to established local custom, regional consistency and the need to provide certainty for businesses and the wider community. 1.3 Approval of the proposed dates at this stage will enable employers, businesses and other organisations to plan effectively for the 2027 calendar year and ensure that the agreed arrangements can be communicated in advance. 2 Report 2.1 It is proposed that the following dates be designated as local public holidays for factories and businesses within North Lanarkshire during the 2027 calendar year: • Friday 1 and Monday 4 January 2027 (substitute for Saturday 2 January 2027); • Friday 26 March and Monday 29 March 2027; • Monday 19 July 2027 (Glasgow Fair Monday); • Monday 27 September 2027; and • Monday 27 December and Tuesday 28 December 2027 (substitute for Saturday 25 and Sunday 26 December 2027). 2.2 The proposed schedule reflects established local practice and has been developed to: • maintain consistency with recognised local and regional public holiday arrangements; • provide certainty for employers and employees in planning staffing, operational and annual leave arrangements; • minimise unnecessary disruption to businesses and service delivery by aligning, where appropriate, with wider regional holiday patterns; and • provide continuity with previous years' arrangements, supporting effective workforce and business planning. 2.3 The proposed dates are consistent with those traditionally observed within North Lanarkshire and are not expected to have any adverse operational implications. 3. Measures of success 3.1 Approval of the proposed public holiday schedule will: • Provide clarity and certainty for employers, employees and businesses in planning operational and staffing arrangements for the 2027 calendar year; • Enable the Council and partner organisations to communicate agreed public holiday arrangements at an early stage; • Maintain consistency with established local public holiday arrangements; and Page 24 of 408
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• Support effective workforce planning and business continuity across North Lanarkshire. 4. Supporting documentation None. Rachel Blair Chief Officer (Legal, Democratic and Strategy) Page 25 of 408
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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? The report relates to the Council's annual determination of local public holidays for factories and businesses within North Lanarkshire. Approval of the proposed dates enables the Council to discharge this statutory function and provides certainty for employers and businesses in planning operational arrangements. 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 26 of 408
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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? Following approval, the agreed schedule of local public holidays will be communicated to relevant internal services, businesses and other stakeholders to support forward planning and public awareness. 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 408
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North Lanarkshire Council Report Finance & Resources Committee Does this report require to be approved? ☒ Yes ☐ No Ref JMcK Date 02/09/26 North Lanarkshire Properties LLP - Business Plan 2026-2031 From James McKinstry, Chief Officer (Asset and Procurement) E-mail mckinstryj@northlan.gov.uk Executive Summary The next five years from 2026 to 2031 represents a pivotal phase for North Lanarkshire Properties LLP (NLP). With a vision to be “the property company of choice” and as a key strategic asset for North Lanarkshire, NLP plays an important role in supporting inclusive economic growth, contributing to the regeneration of town centres, and enabling the delivery of local community services. This business plan sets out the organisation’s strategic direction, business objectives, operational priorities, and financial framework for the next four years, ensuring that NLP continues to demonstrate strong commercial performance while delivering wider value for communities across North Lanarkshire. NLP operates within a dynamic and evolving environment. Economic pressures, shifting patterns of workspace and town centre usage, increasing expectations around environmental sustainability, and the continued transformation of public service delivery are all affecting the circumstances in which the business operates. In response, NLP’s focus is on reshaping, improving, and prioritising investment in its property portfolio to ensure it remains resilient, flexible, and aligned with the Council’s strategic ambitions for North Lanarkshire. The revised business plan (Appendix 1) serves as the guiding framework that ensures NLP remains sustainable, aligned, and strategically valuable. The plan for 2026-2031 outlines how NLP will, over 4-key phases, deliver against its objectives. Notably, year 1 establishes the evidence base and organisational maturity needed to set realistic, deliverable and measurable outcomes for years 2-5. Recommendations It is recommended that Finance and Resources Committee: (1) Approve the Business Plan 2026-2031 and key deliverables set out as per the phased timeline, acknowledging the critical path outlined. (2) Approve a six-month transition period for the introduction of the revised performance indicators, during which existing and new measures will be reported Item 4 Page 29 of 408
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1. Background 1.1 The current iteration of the NLP Business Plan was approved on 16th May 2019. This included agreement to adopt a longer-term approach to business planning encompassing a more strategic approach to ensure business sustainability and focus on the broad business goals and objectives. 1.2 Furthermore, the ALEO review in 2024 (approved at Policy and Strategy Committee on 13th March 2025) informed direction on four key areas developed into a business improvement service action plan. These areas feature in this latest iteration of the plan from 2026-2031 and they focus the operational plan and risk register underpinning the business plan. 1.3 The Business Plan for NLP is essential in the current operating climate to ensure that it continues to deliver effective property management, financial stability, and strategic alignment with the plan for North Lanarkshire. This report presents the updated business plan for North Lanarkshire Properties NLP 2026-2031, and the underpinning equality impact assessment (EQIA) in Appendix 2. 2. Report 2.1 NLP continues to play a central role in supporting the Council’s ambitions for economic growth, asset optimisation and the effective management of the commercial property portfolio. Established as a limited liability partnership between North Lanarkshire Council and NL Property Investments Ltd, NLP is responsible for the marketing, leasing and management of a wide range of commercial assets across North Lanarkshire, including shop units, offices, business centres, industrial premises and storage facilities. 2.2 This Business Plan sets out NLP's strategic direction, business objectives and implementation roadmap for the period 2026-2031. Developed following the 2024 ALEO Review and aligned to the Plan for North Lanarkshire, the plan establishes a structured programme of organisational improvement focused on workforce sustainability, portfolio performance, customer engagement and business planning. It provides the framework through which NLP will continue to strengthen governance arrangements, support regeneration priorities and maintain long-term financial sustainability. 2.3 The need for an updated Business Plan reflects a changing operating environment characterised by evolving market demand, increasing compliance obligations, an ageing property portfolio, workforce pressures and growing expectations around environmental sustainability and customer experience. The Business Plan responds to these challenges by establishing a phased programme of improvement and investment in parallel to support data validation, benchmarking and establishment of performance baselines prior to the introduction of medium-term targets. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (3) Maximise the use of our marketable land and assets through improved development in business and industrial infrastructure Programme of Work Statutory / corporate / service requirement Page 30 of 408
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designed to ensure that NLP remains resilient, commercially viable and strategically aligned with Council priorities. 2.4 Delivery of the Business Plan will be supported through a phased implementation roadmap, risk management framework, revised performance management arrangements and ongoing oversight by the Management Committee. The plan prioritises completion of a portfolio review, workforce planning, customer engagement improvements and development of a longer-term investment strategy informed by condition surveys and market analysis. Collectively, these actions are intended to improve portfolio performance, strengthen customer experience and enhance NLP's contribution to economic growth and regeneration across North Lanarkshire. 2.5 The 2026/27 year will establish the organisational and data foundations required to support long-term performance improvement. This includes workforce planning, portfolio condition surveys, customer insight development, rent review programme and implementation of a revised performance management framework. New measures will be reported alongside existing indicators to allow validation, benchmarking and target setting. This approach will provide a robust evidence base for medium-term performance targets from 2027/28 onwards and support performance management throughout the remainder of the business planning period. 3. Measures of success 3.1 Maximise use of NLP assets by reviewing and implementing the strategic business plan and generating rental income 3.2 Invest in or dispose of long-term vacant properties to generate additional rental income and reduce rates burden 3.3 Increase current rental income by aligning rents to prevailing market conditions via implementation of rent reviews 3.4 Support new or expanding businesses 3.5 Maintain or reduce debt levels via prudent debt recovery measures 4. Supporting documentation 4.1 Appendix 1: North Lanarkshire Properties LLP (NLP) Business Plan 2026-2031 4.2 Appendix 2: NLP Business Plan EQIA James McKinstry Chief Officer (Asset and Procurement) Page 31 of 408
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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? NLP is an Arm’s Length External Organisation (ALEO) operating on behalf of the Council. The Council retains responsibility for ensuring that ALEO policies, decisions and plans comply with equality duties. The Business plan contributes to wider strategic change (town centres and regeneration and delivery of community services) that have potential equality impacts. 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 NOTE: The EQIA has been completed and will be published in line with Council procedures following approval. 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? Finance colleagues have developed the finance and associated performance sections within the business plan. Within the term of the business plan the loan will need to be refinanced, as set out in the implementation roadmap. A refinancing strategy will be developed and considered by the Management Committee no later than 2028 to ensure adequate preparation for the expiry of current facilities. 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? The business plan and supporting business service improvement action plan include activity to develop a workforce plan and in the short-term address staffing issues through recruitment. HR colleagues continue to be engaged and provide support on these plans. Page 32 of 408
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5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Business Plan has several legal impacts relating to NLP’s role as a landlord, employer and arm’s‑length body of North Lanarkshire Council. NLP must continue to comply with statutory property obligations (including health and safety, inspections, repairs, energy performance and asbestos requirements), ensure lawful management of leases and tenant relationships, and meet its duties under equality legislation and the Public Sector Equality Duty. Workforce proposals within the plan must align with employment law, fair recruitment practices and health & safety responsibilities. The plan also has legal implications for data protection, as customer engagement and digital transformation require compliance with GDPR and information security standards. Finally, the plan must maintain full adherence to financial governance requirements, including loan covenant compliance, audit duties and SLA obligations with NLC. Together, these legal considerations shape how the plan is implemented and help minimise risk to the organisation. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The business plan and service improvement action plan will involve work to modernise NLP’s systems, processes, and digital capabilities to support data-driven decision-making, enhance customer experience, streamline internal operations, and ensure the LLP remains responsive, efficient, and future-ready. Support will be provided by the Solutions Relationship Manager to map out ‘as is’ application of digital systems and NLP staff will require to be involved in mapping processes. Short term improvements will continue to be made to front end marketing and website development, as well as use of dashboards to present information and support decision making. Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ Page 33 of 408
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5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Business Plan aims to make a positive contribution to environmental and carbon reduction objectives by supporting improvements to the energy performance of the commercial estate and aligning with the Council’s Climate Plan ACT2030. Through targeted asset lifecycle investment, EPC upgrades and alignment with the Local Heat and Energy Efficiency Strategy, the plan strengthens long-term pathways for reducing emissions in non-domestic buildings. The vehicle to support a renewed focus on net-zero delivery in year 1 is the portfolio review and condition survey programme. How our tenant’s operate the space they rent has an impact in terms of waste, heating, lighting, addressing repairs and maintenance quickly and encouraging sustainable travel among staff - customer engagement will have a renewed focus on this in year 2 as the revised Climate Plan is approved. 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? Support from the communications team will be required around the business improvement service action plan relative to customer communication and engagement, incl. survey and website development. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Risk register update is provided monthly against its six strategic risk categories; Loan covenant payments, Impact of legislative changes, Non-compliance with H&S legislation, Failure of key business systems, Business continuity, Staff retention/recruitment - these are presented in the business plan. 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 34 of 408
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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 35 of 408
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APPENDIX 1 – NLP LLP BUSINESS PLAN 2026-2031 Business Plan 2026 -2031 Mapping our strategic and operational direction. Page 36 of 408
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[Title] 9) Document control Title North Lanarkshire Properties LLP (NLP) Business Plan 2026-2031 Owner James McKinstry Contact McKinstryj@northlan.gov.uk Governance Group NLP Management Committee Author Sara Tennant Contact Tennants@northlan.gov.uk Revision History Number Originator Date Review Commenced Revision description/record of change 001 Sara Tennant January 2026 New template. Structured rewrite aligned to plan for NL and B&I strategy. Underpinning EQIA and organisation improvement programme for the same period. 002 Sara Tennant February 2026 Ian Martin added sentence under governance 003 Sara Tennant March 2026 Sara Tennant input customer profile 003 Sara Tennant March 2026 Paula Hendry input to finance and performance sections & PI’s 004 Sara Tennant March 2026 Yvonne Weir review of market analysis, finalised by ST on info provided. 005 Sara Tennant March 2026 Kirsty Carr review and sign off workforce PI’s 006 Sara Tennant March 2026 Chris Sullivan final review of draft and sign off on performance indicators 007 Sara Tennant April 2026 James McKinstry final sign off Document Approvals Number Governance Group Date approval granted Date approval to be requested (if document still draft) 007 Management Committee Cycle 2 2026 27.05.26 Consultation Record (for most recent update) Status of document consulted upon V001 Stakeholders consulted/date Pauline Frame, Finance Manager Feb 26 Paula Hendry, Business Finance Manager Feb-March 26 Yvonne Weir, Enterprise Manager Feb-March 26 Ian Martin, Group Manager Estates Jan-March 26 Fiona Ekinli, Legal Manager Jan-March 26 Kirsty Carr, Senior HRBP March 26 Grant Reid, Technology Strategy Manager March 26 Strategic Alignment The NLP LLP Business Plan is fully aligned with the Plan for North Lanarkshire, ensuring that the LLP’s priorities, investment decisions and service improvements directly support the Council’s wider ambition to create a more inclusive, resilient and sustainable local economy. Through a focus on modernising the property portfolio, strengthening business and investment planning, supporting regeneration, and improving customer experience, the Business Plan contributes to key corporate outcomes including the maximisation of marketable assets, town centre transformation, inclusive economic growth, and the transition to net zero. This alignment ensures that NLP operates not only as an efficient asset-holding organisation but as a strategic partner in delivering the Council’s long-term place-based vision. Next review date Review Date December 2026 Page 37 of 408
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Table of contents 1. Executive summary 2. Company overview 3. Governance 4. Market analysis 5. Customer profile 6. Portfolio strategy 2026-2031 7. Operating model 8. Financial plan 9. Investment strategy & use of reserves 10. Marketing and customer engagement 11. Performance indicators and performance management 12. Risk management 13. Implementation roadmap 2026-2031 Page 38 of 408
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1. Executive summary North Lanarkshire Properties LLP (NLP) owns and manages a diverse commercial portfolio of 968 shops, offices, industrial units, business centres and yards, while also acting as property management agent for North Lanarkshire Council’s commercial estate. Over the 2026–2031 planning period, NLP’s ambition is to strengthen its position as the property company of choice by delivering sustainable income and where possible, modernising its ageing estate, and enabling business growth across North Lanarkshire. This Business Plan sets out a five-year roadmap focused on improving financial resilience, enhancing customer experience, and aligning with North Lanarkshire’s wider regeneration and economic priorities. It outlines how NLP will adapt to changing market conditions, including growing demand for industrial and flexible workspace, continued town-centre transformation, and increased expectations around compliance and energy efficiency. To realise these ambitions, NLP will deliver a structured programme of organisational improvement following the 2024 ALEO Review. This includes stabilising and developing the workforce, strengthening governance and performance management, modernising customer-facing services, and implementing a comprehensive portfolio review—including condition surveys, investment prioritisation, and disposal planning. These actions will ensure the portfolio is sustainable, marketable and capable of supporting long-term income generation. NLP’s investment strategy will be further developed, informed by the condition survey programme and rent review outcomes and aligned with the company’s reserve policy. Maintaining a compliant estate is essential for income performance, tenant retention, and maximising the economic contribution of NLP-managed assets. Throughout this planning period, NLP will also strengthen marketing, communications and customer engagement to improve visibility of the portfolio, shorten letting times, and ensure services are responsive to customer needs. Performance will be monitored through a renewed performance framework and reported quarterly to the Management Committee. Collectively, the strategy set out in this plan positions NLP to deliver stable long-term income, support business growth, and contribute to the wider regeneration of North Lanarkshire— ensuring the organisation remains financially robust, compliant, and aligned with the economic ambitions by 2031. Page 39 of 408
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2. Company overview Business model NLP LLP’s principal activity is the rental, marketing, leasing and management of a diverse portfolio of commercial properties serving the business needs of North Lanarkshire and the wider community. Focused on understanding and meeting each customer’s unique needs through flexibility and outstanding service delivery. Legal structure NLP are a Limited Liability Partnership formed by North Lanarkshire Council in 2013. See Appendix 1 for the company structure. As an arm’s length organisation (ALEO) of the council, NLP’s objectives align to the plan for North Lanarkshire and the programme of work delivery plan. The 2024 ALEO review approved four action themes that are embedded throughout this plan and translated into deliverables in the 5‑year roadmap. Current portfolio • 238 shops and retail units • 219 business centres and offices • 350 industrial workshops and units • 161 industrial yards and other storage and short-term let spaces Vision To be the property company of choice. Ambition Aligned to the plan for North Lanarkshire the key ambition to improve economic opportunities and outcomes is to maximise the use of our marketable land and assets through improved development in business and industrial infrastructure. Page 40 of 408
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3. Governance Management Committee The Management Committee reports to NLP LLP. The LLP is a separate legal entity, with the Council and the limited company being the partners. The Management Committee has powers to manage and conduct the business affairs of NLP and operate on a cycle of quarterly meetings to review operational, transactional and financial performance of the business, provide strategic direction and the required governance arrangements to allow the business to operate. NLP also requires reporting on significant decisions, acquisitions and disposals to the client service committee of the council and its current lender, Barclays Bank. As shown in image 1.0 below the NLP Management Committee consists of 6 members; 5 members are appointed by NLC and 1 is appointed by North Lanarkshire Property Investments Ltd. The Management Committee representation is below. The individuals occupying these roles may change over time and representation is reviewed throughout the business planning cycle. • Councillor T Fisher (Chairman) • Councillor L Roarty • Councillor R Sullivan • Councillor G Robinson • Councillor L Nolan • Stephen Llewellyn, Acting Deputy Chief Executive, NLC Image 1.0 Management Committee structure Page 41 of 408
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Service Level Agreement Service delivery between NLP and North Lanarkshire Council is governed by a set of reciprocal SLAs that define responsibilities, ensure effective governance, and enable both organisations to deliver services efficiently. NLP → NLC SLA NLP provides property management services to the Council, acting as its appointed management agent for all externally leased council assets, including buildings, land and shared accommodation. This arrangement ensures a consistent and compliant approach to managing the Council’s commercial estate. NLC → NLP SLA NLC provides core corporate and operational support to NLP through established SLAs covering: • Finance & Technology • People & Organisational Development • Asset & Procurement Solutions • Estates • Community Operations • Legal & Democratic Services • Land, waste & facilities management These functions deliver essential support such as financial and IT services, HR and payroll, property maintenance and technical services, facilities management, procurement, and legal and governance advice. Oversight of SLA performance is led by NLP’s Technical & Surveying Manager, working alongside the Council’s Strategic Asset Manager and appointed client services officer to ensure delivery standards, compliance and value for money. Page 42 of 408
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4. Market analysis North Lanarkshire’s economy is growing, diverse and resilient, with 8,515 registered businesses in 2025 (+1.5% year-on-year) and strong performance across construction, logistics, retail, food & drink, manufacturing and emerging digital sectors. Total business turnover increased to £18.034 billion (+4.3%), outpacing Scotland’s overall growth. The industrial property market remains the area of greatest opportunity and pressure. Vacancy rates sit at a historic low of 3.25%, below the Glasgow City Region average, with annual take-up of 1.15 million sq. ft. and rising rental values. This signals a high-demand, low-supply market, creating strong conditions for NLP’s industrial estate, particularly small and mid-sized units required by SMEs and expanding logistics and advanced manufacturing firms. The office market shows continued adjustment post-COVID. While town-centre offices face obsolescence and higher vacancy (16.9%), there remains demand for high-quality, modern, well-connected space on business parks such as Maxim and Strathclyde. This reinforces the need for targeted refurbishment, flexible workspace models and improved energy performance across NLP’s office portfolio. Neighbourhood retail remains stable, supporting local economies and regeneration priorities, even as national high-street trends remain volatile. Turnover in North Lanarkshire’s retail sector grew 16.5% in 2024–25. NLP’s neighbourhood retail units continue to play a place-making and income-stabilising role. North Lanarkshire holds the region’s largest supply of employment land, but 63% of Category A land (immediately attractive to the market and capable of being developed now or in the very short term for business or industrial uses) is vacant or derelict, constrained by infrastructure and remediation requirements. Deliverability—not quantity—is the primary challenge. NLP’s portfolio review and condition survey will be essential in aligning modernisation and investment with marketable, high-demand assets. Demand is being further shaped by business growth programmes, innovation investment, and rising expectations around energy efficiency, digital connectivity and flexible leasing. Inward investment remains strong, with £86m secured and 1,502 proposed jobs in 2025/26, demonstrating continued investor confidence in the area and reinforcing the importance of ready-to-occupy industrial and modern workspace. Overall, market conditions favour NLP’s ambition to modernise the estate, improve asset performance and capture growing demand—particularly within industrial, flexible office, and regeneration-aligned neighbourhood retail markets—supporting inclusive economic growth and sustained long-term income. NLP is well positioned to proactively shape—not just react to—the evolving commercial and industrial landscape in North Lanarkshire. Page 43 of 408
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5. Customer profile North Lanarkshire Properties LLP (NLP) leased property portfolio serves a diverse customer base spanning commercial, industrial, community and public-sector users. Dominant segments emerge that reflect the pattern of the economic landscape of town centres, industrial estates and commercial clusters across towns. Overview of the customer base The core customer groups have been grouped into six segments for business planning as shown below. Analysis of the full asset register shows a concentration of demand in industrial estates and high-street retail corridors, with a secondary but important presence across offices, community facilities and infrastructure sites. This mix underpins both income resilience and place-based service delivery. 1. Neighbourhood retail is the largest customer group, meaning the estate supports daily-life local economies—important for towns' regeneration plans. 2. Industrial tenants form the backbone of revenue stability, with strong clustering in established estates. 3. Professional, administrative and micro enterprise office users represent a growing base of micro enterprises and service-sector firms, well suitable to a flexible, hub and spoke operating model within multi let business centres 4. Public Sector & Community Anchors, these tenants provide long‑term stability and deliver essential place‑based services such as health, advice, and community support, reinforcing wider strategic outcomes and aligning with anti‑poverty and community wealth‑building. 5. Land and infrastructure holdings, these are not traditional leased premises. They consist of land parcels, operational yards, roads, footpaths and infrastructure sites that support the wider functioning of both the council and the local economy. 6. Advertising and outdoor media clients deliver high-margin revenue with low management overhead being a small but high value segment. Each segment plays a specific economic, operational and place-based role. Appendix 5 further defines the principal customer segments, their characteristics, needs, behaviours and the strategic significance each holds for the future operating model and financial sustainability of the estate. All insights are drawn from the property uses and tenancy patterns within the available dataset. Geographic concentration The segmentation maps clearly onto local economic geographies, with clusters that indicate strong demand patterns. Key activity clusters: • Motherwell: Dense mix of retail, offices and industrial estates. • Airdrie: Retail clusters and large industrial hubs (Flowerhill, Upper Mill Street). • Coatbridge: Strong industrial and retail corridors. Page 44 of 408
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• Bellshill: Major industrial concentration around Righead. • Wishaw: Netherton estate and neighbourhood retail parades. • Cumbernauld: Lenziemill engineering and manufacturing cluster. Demand drivers • Retail/service activity driven by local population and footfall patterns. • Industrial demand is driven by affordable, functional space and robust SME ecosystems. • Office demand is increasing due to hybrid work and start-up growth. • Land and infrastructure ensure industrial and employment areas function safely and efficiently, sustaining the economic base of the region. • Public/community demand is stable and linked to place-based service delivery. • Advertising & outdoor media clients are driven by the need for high-visibility, high-traffic, low-maintenance sites that deliver strong audience reach and long-term stability. Operating model implications • Retail parades benefit from town-centre regeneration alignment. • Industrial estates require a clustered management approach with maintenance reliability. • Office hubs need modernised serviced‑space models. • Land and infrastructure assets provide physical assets for Council operations and present strategic options, following assessment for surplus status, for redevelopment, consolidation or disposal. • Public/community assets should be integrated into strategic service planning. • Advertising assets could achieve digital estate expansion for enhanced revenue. In conclusion, the portfolio serves a broad, multi-layered customer base with a balanced mix of commercial, industrial, community and public-sector tenants. This diversity strengthens resilience, spreads risk and ensures that the estate supports economic, social and place-based objectives. Understanding these segments enables the design of a future operating model that is customer-led, financially sustainable and aligned with local strategic priorities. The Customer Communications and engagement strategy being developed in Year 1 of the Business Planning Cycle will continue to strengthen the business foundations for more effective marketing and research initiatives to enable NLP to continue to ensure our plans meet customer needs in line with local regeneration. Page 45 of 408
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6. Portfolio strategy 2026-2031 To move from an ageing, mixed condition estate to a sustainable and more marketable portfolio that moves the business closer to customer needs this business plan has 6-key objectives supporting inclusive growth and income stability. These are to: 1. Improve/maintain an income stream which meets financial commitments by continuing to identify and access opportunities for additional resources. 2. Ensure our portfolio remains relevant to new and existing customers, providing a mix that supports inclusive growth. 3. Deliver our investment strategy to increase viability and support our sustainability and the diversity of our portfolio in North Lanarkshire’s economy. 4. Use customer feedback to maximize the use of our marketable assets, build relationships and ensure the intelligent use of data for future decision making. 5. Market and promote NLP by seeking opportunities to grow the business and encourage inward investment ensuring our digital transformation is responsive to customer needs. 6. Build a workforce for the future by developing our employees’ capabilities to deliver the shared ambition for North Lanarkshire. These objectives are intrinsic to the place-based ambition within the plan for North Lanarkshire to make it THE place to Live, Learn, Work, Invest and Visit. Delivery against these objectives supports the five core priorities designed to deliver inclusive growth, improved wellbeing and prosperity: • Improve Economic Opportunities and Outcomes • Support all Children and Young People to realise their full potential • Improve the Health and Wellbeing of our Communities • Improve the Ability, Participation and Empowerment of our Communities • Improve North Lanarkshire’s Resource Base The company vision, business plan objectives and deliverables within the organisational improvement programme, described below, continue to support the outcomes of the plan for NL programme of work. Organisational improvement programme To achieve the objectives in the business plan we have prioritised the steps we must take, following the ALEO review in 2024, by establishing an organisational improvement programme. The programme has 4-thematic areas as shown in image 2.0 below with a critical path illustrated in Appendix 4. Page 46 of 408
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Image 2.0 Four thematic areas of the improvement programme These thematic areas collectively address the organisation’s need to; stabilise the workforce, strengthen strategic management, improve asset performance, and modernise customer-facing services. The plan was designed as a multi-year programme to ensure that operational improvements are implemented in a phased and sustainable way, with activity scheduled across the business plan period 2026–2031 depending on complexity and interdependencies. A central driver for the plan is the recognition that the LLP must continue to employ a resilient and skilled workforce capable of delivering asset management, property, and customer services in line with both statutory and strategic expectations. This includes developing strong recruitment pipelines, establishing succession planning, and reviewing the feasibility of portfolio management models. These early workforce focused actions form a foundational stage on which the remainder of the improvement programme depends. -focused actions form a foundational stage on which the remainder of the improvement programme depends. In parallel, the plan places significant emphasis on strengthening governance and strategic direction through an updated Business Plan, revised performance indicators, and development of a phased investment strategy linked explicitly to the wider regeneration ambitions of the Council. These activities ensure alignment with the Council’s Transforming Places and Sustainable Futures agenda and long-term portfolio rationalisation objectives. A major component of the plan is the comprehensive Portfolio Review, covering condition surveys (including RAAC assessments), disposals, investment prioritisation, market appraisals, and opportunities for asset optimisation. This work is progressing with detailed activity planning underway and underpinning several actions including investment planning, regeneration alignment, and improvement of financial performance. Finally, the plan seeks to modernise customer communication and engagement. This includes reviewing the LLP’s digital presence, developing a communications strategy, strengthening tenant engagement processes, and exploring opportunities for service digitisation such as online portals and automated request handling. Early work is being supported by the Council’s Corporate Communications team, with recommendations to be reported to future management committees. Page 47 of 408
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Collectively, the Action Plan sets out a structured and sequenced programme of improvement, with clear dependencies between actions. Regular progress updates to management committee will ensure transparency of delivery, alignment with corporate priorities, and early identification of issues requiring intervention. By the end of the improvement programme, success will mean: A stable, skilled workforce able to deliver the LLP’s strategic and operational responsibilities. A clear business strategy supported by data, performance indicators and committee oversight. A sustainable, well-performing property portfolio aligned with the Council’s regeneration ambitions. Modern, customer-centred service delivery, including digital access and improved engagement. Strong alignment with the Council’s wider economic and place-based priorities. Page 48 of 408
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7. Operating model NLP’s operating model, see Appendix 6, blends commercial delivery with public-sector governance, overseen by the Management Committee of elected members and senior officers that ensures performance, compliance and alignment to the Plan for North Lanarkshire, particularly in maximising the use of marketable land and supporting economic growth. NLP also manage legacy Council investment properties and premises leased externally for Council operations, making it a key enabler of local service continuity and regeneration. NLP is sustained by rental income, generating £6.25m turnover and holding £52.2m in net assets, demonstrating a stable, commercially viable model with capacity to invest in the portfolio. Its operations focus on marketing, leasing, property management, compliance and customer support, ensuring safe, functional and accessible premises across North Lanarkshire, including adherence to building and energy performance standards. In summary, the operating model integrates commercial property services, public-sector accountability and strategic economic contribution, positioning it as a central mechanism for supporting business growth and place-based regeneration across North Lanarkshire. Finally, the organisational improvement programme through this planning cycle augmented with quarterly reporting cycle and annual reviews of the business plan, whilst adopting a maturity model as shown in image 3.0 below, will ensure NLP’s operating model adapts with the organisation’s needs, the Council’s strategic plans and economic conditions across North Lanarkshire. Image 3.0 Maturity model for NLP to map progression this planning cycle Page 49 of 408
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8. Financial plan Loan Arrangement NLP’s original 10-year loan agreement with Barclays Bank came to an end in October 2023. A new £30 million loan agreement was subsequently entered into with Barclays on 31 October 2023 for a term of five years. The Facilities Agreement consists of the following: • Tranche A – A fixed-rate loan of £25 million at 6.202% over five years, with the full amount repayable on 30 October 2028. • Tranche B – A floating-rate loan of £5 million, with fixed quarterly capital repayments of £0.125 million and interest charged at 1.5% margin + sterling overnight index average (SONIA). NLP is also required to maintain an Actual Debt Service Covenant ratio of 1.1:1. The Facilities Agreement includes an option to extend the loan for up to two additional years (1 + 1). This option has been exercised by the NLP Management Committee, extending the loan facility to 31 October 2030. The final interest rates and terms relating to this extension will not be confirmed until Year 5 of the agreement, at which point interest rates will be renegotiated. 2026/27 Budget Estimates and Scenario Modelling The 2025/26 budget has been used as the baseline for preparing the 2026/27 budget estimates, incorporating key assumptions such as pay awards, inflation, cost increases, and projected income. A range of risk-based scenarios—optimistic, envisaged, and pessimistic—have been modelled. These assumptions are consistent with North Lanarkshire Council’s medium-term financial planning approach. Forecasts for 2026/27 indicate positive trading under all scenarios: Scenario Optimistic Envisaged Pessimistic Budget – accounting profit £0.924m £0.888m £0.848m Budget – transfer to reserves £0.424m £0.388m £0.348m Covenant Ratio 1.21:1 1.19:1 1.17:1 Assumptions Inflation 1.35% Inflation 2.18% Inflation 3% Medium-Term Financial Planning (MTFP) Long-term financial planning is central to NLP’s strategic approach to budgeting. Effective decisions require robust, forward-looking financial forecasts that align resources with organisational priorities and the ambitions of the Plan for North Lanarkshire. Page 50 of 408
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While the above information relates to the immediate year (2026/27), the Finance Team will develop a full Medium-Term Financial Plan over the coming year. This will extend projections through to 2030/31 and will be incorporated into the next iteration of the business plan. The MTFP will: • Assess financial risks that may affect NLP’s ability to maintain high-quality services. • Incorporate scenario modelling. • Include sensitivity analysis on factors such as rent growth/decline, inflation, and pay costs; and • Assess the projected income, cost savings, and new expenditure arising from known estate changes including: ➢ The introduction of new units at Braidhurst Industrial estate ➢ The disposal and sale of identified sites. Reserves Policy Approved by the Management Committee in February 2026, the Reserves Policy strengthens overall financial governance and ensures reserves are used prudently and consistently. Three reserve categories have been established: 1. Contingency Fund – £2.7m o Represents the original working capital investment from NLC (2013) o Held for emergencies or significant unforeseen events 2. Earmarked Funds o Allocated for specific, approved purposes aligned with the business plan or investment strategy o Require clear justification, defined timeframes, and annual review o Requests to be presented and approved by the Management Committee o Unused balances may be returned to the General Reserve 3. General Reserve o Unallocated funds available to support one-off priorities Reserves Position At 31 March 2025, NLP held reserves totalling £5.94m, comprising £3.246m General Reserves and £2.7m Contingency Funds. Based on projections at Period 10 (2 January 2026), reserves at 31 March 2026 are expected to total £6.615m, consisting of: • £2.7m Contingency Fund • £0.211m approved by the Management Committee as earmarked funds • £0.133m allocated for future years in relation to the loan arrangement fee • £3.571m General Fund balance available for use The final General Reserves balance will be confirmed at year-end once the profit available for transfer to reserves for 2025/26 has been finalised. Page 51 of 408
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9. Investment strategy & use of reserves As outlined in Section 6, the organisational improvement programme includes a full condition survey of all assets, which will support the identification and prioritisation of future investment and disinvestment needs. NLP will use the survey data to develop an investment strategy for this and the next business planning cycle, aligning it with the company’s reserves policy described in Section 8. This will enable the targeted use of available reserve funds across the estate. The key objectives of income generation ensure that NLP is generating sufficient income to; ensure loan covenants terms are met, ensure all operational financial commitments can be met, increase income levels to further invest in the estate. There are several factors that influence NLP’s ability to maintain the property portfolio in good lettable conditions to achieve these income objectives and provide a sustainable income flow i.e. • The legal liability for repair and maintenance – determined by the individual leases which each tenant agrees. • Common repairing obligations – determined by individual leases or by reverting to the property titles and relevant legislation. • Having to fulfil tenant’s obligations in cases of liquidation or sequestration • Investing in minor works to improve the marketability of units which fall out with tenants’ legal obligations. • Investing in major works to increase the life of an asset which falls out with tenant’s lease obligations. This is particularly prevalent for NLP given the age of its portfolio. • Investing to create additional income-generating assets, this is important as NLP’s portfolio is of varying ages and some properties will have a limited economic life span remaining. An efficient turnaround on maintenance and repair works is essential to fulfil these factors as NLP generates income from lets and can reduce expenditure in terms of empty property rates and recover a greater proportion of building management charges. A speedy response to maintenance and repairs also contributes to the net-zero ambitions. Building maintenance obligations NLP has legal responsibilities for maintaining its properties, but once a building is leased, most repair obligations transfer to tenants. Before leasing, NLP brings properties up to a lettable standard to ensure tenants are not unfairly burdened. When leases end, tenants must return premises in the condition stated at entry. NLP carries out dilapidations surveys to ensure properties are returned in good order or to recover costs where repairs are needed. NLP may also manage common repairs—mainly in multi-occupied business centres but also in shop parades or industrial terraces. In some cases, NLP chooses to improve properties to increase marketability by undertaking upgrades that exceed basic repairs. Page 52 of 408
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Occasionally, NLP funds improvements even when tenants hold repair responsibilities—for example, choosing enhanced roof replacement designs and recovering only the portion tenants would have paid for standard repairs. Sometimes NLP cannot recover repair costs, particularly for major issues when tenants are on new short-term leases. A significant share of NLP’s spending goes toward vacant properties to improve their condition, modernise them, or where dilapidation costs cannot be recovered from former tenants. NLP must also ensure all leased premises meet legislative safety standards, including checks for electrical systems, gas, water (including legionella compliance), energy performance certification, and asbestos registers. These maintenance, compliance, and improvement responsibilities are critical to NLP’s investment strategy because they directly influence asset value, occupancy levels, and long-term income performance. Understanding which costs are recoverable, which are strategic enhancements, and which arise from legal obligations helps NLP prioritise funding available via reserves where it delivers the greatest return, reduces financial risk, and ensures the portfolio remains compliant, attractive to tenants, and fit for future investment. Page 53 of 408
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10. Marketing & customer engagement Marketing NLP is positioned as the leading provider of affordable, professional and locally accessible commercial property solutions across North Lanarkshire. Our marketing strategy focuses on raising awareness of our diverse portfolio of shops, offices, industrial units, business centres and flexible workspaces, while promoting NLP as a trusted, customer‑focused landlord committed to supporting local economic growth. Over this business planning cycle, through the Customer Communications strategy, we will strengthen NLP’s brand presence, enhance digital engagement, and improve the customer experience through a refreshed website, targeted marketing campaigns, and clear, consistent communication that distinguishes NLP services from those delivered by the Council. By showcasing successful tenant stories, improving visibility of available properties, and expanding partnerships such as with Business Gateway, we will better support and attract new start‑ups, small enterprises and growing businesses into the area. Our marketing activity is designed to increase occupancy, shorten letting times and reinforce NLP’s reputation as a professional, affordable and responsive property partner of choice for businesses across North Lanarkshire. Customer proposition and charter We provide flexible, affordable and professionally managed commercial workspace that enables organisations to start, grow and thrive, underpinned by strong public-sector governance and aligned with North Lanarkshire’s regeneration ambitions. We will publish a refreshed Customer Charter later this year as part of the Customer Communications Strategy. It will set out our customer promise with clear standards for professionalism, responsiveness, accessibility, fairness and transparency and solution‑focused approaches. In this refreshed version we will highlight what we ask from customers to help us deliver a high-quality service. Customer engagement Customer engagement will be increased through surveys, post‑transaction feedback and case studies led by the tenant liaison officers. The letting experience over the course of the business plan will be streamlined supported by digital enhancements. We will measure ourselves through response times to queries, letting and turnaround times, customer satisfaction feedback, complaints resolution times and compliance standards. Our performance results are reviewed regularly and reported to Management Committee to ensure ongoing improvement. Page 54 of 408
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11. Performance management A robust performance management framework is essential to ensure that NLP delivers the strategic objectives set out in this Business Plan and maintains strong financial, operational and governance standards over the 2026–2031 planning cycle. Performance management will be centred on a refreshed set of performance indicators that provide clear, measurable insight into income, customer experience, compliance, workforce capacity and asset performance. Performance Framework NLP’s performance framework is built around three core elements: 1. Clear performance indicators aligned to strategic objectives Performance indicators will track the outcomes most critical to business sustainability, including income generation, void reduction, customer satisfaction, compliance, investment delivery and workforce resilience. These indicators directly support the objectives set out in the portfolio strategy, improvement programme and investment strategy. 2. Transparent reporting and governance Performance will be monitored through a quarterly reporting cycle to the Management Committee. This includes performance indicator dashboards, variance analysis, trend reporting, and updates on improvement activity, enabling timely decision-making and early identification of risks. 3. Continuous improvement and accountability Performance indicator results will inform operational adjustments, investment prioritisation, workforce development and customer-focused service enhancements. Performance ownership will sit with relevant managers, ensuring accountability at both team and organisational level. Performance indicator alignment The suite of performance indicators (detailed in Appendix 7) will focus on five domains: 1. Financial Performance Income achievement, arrears levels, occupancy rates, void turnaround times and covenant compliance. 2. Asset and Investment Performance Delivery of the condition survey programme, completion of planned investment works, compliance certification status and reduction in unplanned repairs. 3. Customer Experience Customer satisfaction, reach, relationships & responsiveness, complaint resolution times, enquiry response times, letting timelines and digital engagement metrics. 4. Governance and Compliance SLA delivery performance, statutory compliance completion, risk management indicators and audit outcomes. Page 55 of 408
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5. Workforce Capacity and Capability Staffing levels, skills development activity, recruitment timelines and progress against workforce actions within the improvement programme. Together, as illustrated in image 4.0 below, these indicators will provide a balanced view of organisational performance and ensure NLP can demonstrate financial resilience, effective asset management, high-quality customer service and strong governance to deliver against the business plan objectives. Image 4.0 High level performance framework for 2026-2031 planning cycle Performance Reporting Cycle • Quarterly: Performance indicator dashboard and commentary to the Management Committee, including variances, risks and required interventions. • Annually: Full performance review aligned to business plan updates, financial planning and strategic decision-making. • Ongoing: Operational monitoring within teams to maintain service standards and drive improvement. Page 56 of 408
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12. Risk management NLP operates within a dynamic property market and an ageing estate, creating several strategic risks that must be actively managed over the 2026–2031 period. 1. Financial and income - Fluctuating occupancy, increasing voids and unplanned repairs may impact income performance and loan covenant compliance. Strengthened financial monitoring and targeted investment in line with the condition survey programme recommendations are essential to protect revenue. 2. External economic - Economic shifts, construction cost inflation and changing market demand may influence income and investment priorities. Ongoing market monitoring and a flexible leasing approach provide resilience. 3. Asset condition and compliance - A large proportion of the portfolio requires modernisation, and NLP must continue to meet statutory obligations across electrical, gas, water, asbestos and energy performance standards. The condition survey programme and prioritised investment strategy underpinned by enhanced use of digital systems for end-to-end asset management are key mitigations . 4. Customer and market - Customer expectations are rising, and competition for SME tenants remains strong. Delays in repairs, prioritised investment, communication or letting processes could reduce satisfaction and increase voids. Planned digital improvements, clearer communication strategy, planned engagement and a refreshed customer charter will reduce exposure. 5. Workforce and organisational - Capacity, recruitment and skills gaps present risks to delivery of improvement programme and downstream activity. Workforce planning and development including succession planning form key mitigations. 6. Governance and decision-making - Strong oversight is essential to ensure effective performance, investment decisions and compliance. Governance structures explicitly incorporate business continuity oversight to ensure resilience is maintained across all operational areas. Quarterly reporting, improved KPIs and aligned governance with NLC strengthen assurance. With this plan, NLP commits to building a stronger, more sustainable and more ambitious future for our tenants, our communities and North Lanarkshire as a whole. Page 57 of 408
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[Title] 30) 13. Implementation roadmap 2026-2031 Page 58 of 408
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Appendix 1 – Company structure Page 59 of 408
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Appendix 2 – SWOT analysis Page 60 of 408
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Appendix 3 – PESTLE analysis Page 61 of 408
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Appendix 4 – Critical path for delivery of the organisation improvement programme Page 62 of 408
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Appendix 5 – Customer profile Page 63 of 408
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Appendix 6 - Operating model summary Page 64 of 408
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Appendix 7 – Performance indicators Page 65 of 408
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APPENDIX 2 – EQUALITY IMPACT ASSESSMENT, NLP BUSINESS PLAN 2026-31 Document Text Name of Policy / Budget Saving North Lanarkshire Properties LLP (NLP) Business Plan 2026- 2031 Author Sara Tennant Contact details Tennants@northlan.gov.uk Owner James McKinstry McKinstryJ@northlan.gov.uk EqIA version number 001 EqIA status Complete Incomplete X If Incomplete please say why - for instance pending further consultation / research EQIA supports the business plan for 2026-2031, the supporting service improvement action plan involves consultation with tenants across NLP properties and the outcomes of a condition survey programme as well as addressing RAAC. It is therefore considered a live document that will be updated at least annually and as informed by the aforementioned activity. Governance Committee NLP Management Committee Date approved TBC Review date 12.02.26 Page 66 of 408
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Undertaking Equality and Fairer Scotland Duty assessments are legal duties Section 1. About the Policy 1.1 Name of the policy / strategy / function / procedure / project: North Lanarkshire Properties LLP (NLP) Business Plan 2026-2031 Is this a: - A new policy /strategy / function / procedure / service/ project Budget saving Review of policy /strategy / function / procedure x Review of Service Other (please specify) Is this is a key strategic decision subject to the Fairer Scotland Duty (FSD) ? Yes No x 1.2 Person Responsible for the policy etc. Name: Job Title and Service / Team: Chris Sullivan Strategic Asset Manager, Asset & Procurement Solutions Sara Tennant Operating Model Delivery Manager, Asset & Procurement Solutions 1.3 What is the scope of the assessment? Detail where appropriate Whole of the organisation Service specific Specific to NLP LLP (NLP) Discipline specific Other 1.4 What is the policy/ strategy/ function/ saving trying to achieve / do? The next four years from 2026 to 2030 represents a pivotal phase for North Lanarkshire Properties LLP (NLP). With a vision to be “the property company of choice” and as a key strategic asset for North Lanarkshire, NLP plays an important role in supporting inclusive economic growth, contributing to the regeneration of town centres, and enabling the delivery of local community services. Anyone undertaking an assessment must first have completed the impact assessment e-learning module on LearnNL Page 67 of 408
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This business plan sets out the organisation’s strategic direction, business objectives, operational priorities, and financial framework for the next four years, ensuring that NLP continues to demonstrate strong commercial performance while delivering wider value for communities across North Lanarkshire. NLP operates within a dynamic and evolving environment. Economic pressures, shifting patterns of workspace and town-centre usage, increasing expectations around environmental sustainability, and the continued transformation of public service delivery are all affecting the circumstances in which the business operates. In response, NLP’s focus is on reshaping, improving, and prioritising investment in its property portfolio to ensure it remains resilient, flexible, and aligned with the Council’s strategic ambitions for North Lanarkshire. The revised business plan serves as the guiding framework that ensures NLP remains sustainable, aligned, and strategically valuable. The plan for 2026-2031 outlines how NLP will, over 4-key phases, deliver against its objectives. Finally, the Business Plan influences how NLP LLP manages access to commercial and business spaces and how investment or disposal decisions may impact communities and local economic activity. 1.5 If this is a budget saving, how will the saving be achieved? Not applicable. Section 2. What do I know now? 2.1 Who are the stakeholders and beneficiaries? Four main categories of stakeholders and beneficiaries as outlined below 1) Internal stakeholders who shape, implement or oversee the Business Plan and therefore have direct influence on equality impacts i.e. NLP LLP • NLP LLP Management Committee (elected members + senior officers) • Chief Officer (Assets & Procurement) • NLP workforce, in particular teams involved in surveying, leasing and transactions, customer service, tenant liaison and admin support • NLP Client Officer Council Services (supporting functions) • Legal & Democratic Services • Finance & technology • Estates • Procurement & Contract Management • People Resources • Management Support • Environmental & Sustainability/Climate Team (linking to Climate Plan ACT2030 and LHEES) • Corporate Equalities Team • Regeneration & Economic Development (town centres, ERDP alignment) Page 68 of 408
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• Corporate Communications 2) External stakeholders who use the buildings, rely on service delivery, or may be affected by leasing, investment or disposal activities: Tenants & Occupiers • Existing NLP LLP tenants (industrial, office, retail, business centres) • Prospective tenants, including SMEs and start-ups • Social enterprises, third-sector tenants, and community organisations • Business centre users (short-term or flexible workspace occupiers) Local Businesses & Economic Stakeholders • Local business associations or Chambers of Commerce • Start-up networks, enterprise groups and support agencies • Developers, commercial agents and investors Community Stakeholders • Residents and community groups in regeneration areas • Community Boards (place-based governance) • Groups representing individuals with protected characteristics (e.g., disability organisations, minority ethnic community groups, older people’s networks) 3) Strategic & Regulatory Stakeholders Not involved day-to-day but influence compliance, policy alignment and reporting: • Elected Members (Policy & Strategy, Finance & Resources, Environment/Climate Committees) • Scottish Government (public sector equality duties; building and energy policy) • Equality and Human Rights Commission (EHRC) • Audit Scotland (oversight of ALEO governance and equality compliance) • Health & Safety Executive (HSE) (for statutory compliance relevant to accessibility and safety) 4) Contractors & Supply Chain Partners Contractors who deliver works can affect equality impacts during refurbishment, accessibility upgrades or building changes: • Maintenance, repairs and lifecycle work contractors • Specialist accessibility consultants • Energy and sustainability contractors (EPC, decarbonisation works) • Facilities management and cleaning providers 2.2 What current data, consultation, research and other evidence or information is available relevant to this assessment? (This is a desktop exercise) • Business Plan 2019-2023 and revised Business Plan for 2026-2031 • Financial reporting to Jan 2026 • Performance reporting to Jan 2026 • Risk report updates to Jan 2026 • RAAC survey work • NLP knowledge and expertise • Council officer knowledge and experience • Plan for North Lanarkshire and programme of work delivery plan and underpinning data/information relative to demographics and community profiling • Work to prepare existing business plan and SWOT analysis Page 69 of 408
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2.3 Considering the information in Section 1 and 2.1 and 2.2 2.3.1 If this policy is subject to the FSD what does it suggest about the impact or potential impact on socio-economic disadvantage? Low income NLP’s business plan and management and maintenance of the property portfolio aim to contribute towards: • Improving access to affordable quality properties e.g. more availability of affordable units, reducing reliance on higher-cost leases and lower fuel bills through energy-efficient properties within the portfolio • Support for local employment • Maintaining mixed local economy as the portfolio supports small local businesses which provide critical employment and low-cost services Low wealth NLP’s business plan and management and maintenance of the property portfolio aim to contribute towards: • Lower running costs and reduced financial strain through energy-efficient and well-maintained property contributing to broader affordability objectives. • More accessible business premises, supporting entrepreneurship and small-business employment for low-wealth residents. • Economic regeneration and job creation, particularly benefiting communities with low wealth. • Greater wealth retention within communities through Community Wealth Building approaches involving NLP property assets. Material deprivation • NLP’s arrangements around property maintenance, upgrades or new developments under the revised plan contribute towards access to local essential services in the community based on use of the properties across the portfolio e.g. offices, shops, industrial units, business centres – some of which based on their use contribute to tackling digital poverty, supporting job search, learning etc. Area deprivation • NLP’s business plan and its alignment to regeneration, employment stimulation, and Community Wealth Building have strong potential to reduce area deprivation by strengthening local economies, expanding Page 70 of 408
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access to services, and enhancing the built environment. 2.3.2 Are any of the people communities listed below likely to be more affected (benefit more or less) by this policy than others? People who share one or more of the protected characteristics of the Equality Act 2010 Yes Details No Details Don’t Know Age (a particular age or range of ages) x Changes to town centre assets or workspace suitability may affect access for older entrepreneurs or youth enterprises. Disabled people and people with long term health conditions. x Accessibility and compliance in commercial properties; standards vary by property condition. Women or men, girls or boys x No direct link, but business spaces used by female-led SMEs/social enterprises may be impacted by changes in availability. People defined by their race, colour and nationality, ethnic or national origins. x Business support spaces may serve diverse communities; any disposal of community-linked assets should consider this. Married people and civil partners x No direct differential impact identified. Page 71 of 408
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Pregnant women and new mothers (including breastfeeding women) x Workspace accessibility and safety standards may be relevant for certain settings. Lesbian, gay and bisexual people x No direct differential impact identified. People transitioning from one gender to another x No direct differential impact identified. People of different religions or beliefs or non-beliefs x No direct differential impact identified. Other groups Children and families Homeless people Looked after and accommodated people Armed Forces / ex-service personnel Care experienced young people Carers – paid / unpaid, family members Asylum seekers Employees – full and part time. Including SES, MAs etc. Others 2.4 Do you have evidence or reason to believe that this policy will, or may potentially, have a bearing on any of the following: (Please tick all that apply). 1. Eliminate unlawful discrimination, harassment and victimisation and any other conduct prohibited by the Equality Act 2010? x 2.Advance equality of opportunity between people who share a relevant protected characteristic and those who do not x 3. Foster good relations between people who share a protected characteristic and those who do not? x 4. Protect and promote human rights? x 5. Reduce socio-economic disadvantage x Page 72 of 408
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Please provide details. If delivered successfully the revised business plan will assist in these areas. Section 3. What else do I need to know /find out? 3.1 Further consultation People and communities Yes No Describe what you did, with whom and when. Please provide a brief summary of the responses gained and links to relevant documents, as well as any actions Age (a particular age or range of ages) Disabled people and people with long term health conditions Women or men, girls or boys People defined by their race, colour and nationality, ethnic or national origins. Married people and civil partners Pregnant women and new mothers and breastfeeding women. Lesbian, gay and bisexual people People transitioning from one gender to another People of different religions or beliefs or non-beliefs Other groups Children and families Homeless people Looked after and accommodated people Armed Forces / ex- service personnel Care experienced young people Page 73 of 408
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Carers – paid / unpaid, family members Asylum Seekers Trade Unions Employee Equality Forum Others 3.2 What additional research or data is required? A customer/tenant engagement exercise will be carried out during 2026, the outputs of this will guide potential or known effects and may require this EQIA to be updated. 3.3 What does the additional research and data tell you about potential or known effects? Section 4. Assessing the impact and strengthening the policy Considering all the evidence you now have from section 1-3, how will the policy affect different people and communities in relation to equality, socio-economic disadvantage and human rights? 4.1 How does/will the policy and resulting activity affect those with the characteristics listed below (including employees)? Please use the table below to provide details. Detail any Positive impact Detail any adverse impact- particularly direct and indirect discrimination If adverse, how can we mitigate this? Where no mitigating action is planned, please say why not Age (a particular age or range of ages) Potential mixed impact Younger start-ups and older business owners may face barriers if availability, location or costs change; town-centre change can alter proximity to services. Offer flexible lease options; charitable letting policy; include age-friendly access in refurbishment specs; signpost to Council business/enterprise support. Page 74 of 408
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Disabled people and people with long term health conditions Potential negative without controls; Positive with upgrades Variability in accessibility across legacy assets; risk of disruption during works. Incorporate accessibility improvements into lifecycle investment plans. Customer comms strategy will incorporate accessibility requirements / enhancements to the website. Women or men, girls or boys Mainly neutral Indirect risks where safety/access in town centres affects women-led businesses (e.g., travel timing, lighting). Coordinate with town-centre safety actions; ensure lighting/CCTV and safe access in managed sites. People defined by their race, colour and nationality, ethnic or national origins. Potential mixed Changes to availability/costs could affect minority-owned SMEs; language or digital barriers in processes. Accessible information, clear plain-English terms, consider translation on request; link to business support. Married people and civil partners Neutral No specific impacts anticipated. Keep neutral stance and monitor complaints and feedback. Pregnant women and new mothers (including breastfeeding women) Potential mixed Temporary access constraints during refurbishment. Construction method statements to preserve safe access; provide temporary relocations where feasible. Lesbian, gay and bisexual people Neutral (monitor) Environment and anti-bullying and harassment expectations. Embed principles in lease arrangements and any contractor conduct. Align with Council zero tolerance campaign. People transitioning from one gender to another Neutral (monitor) No direct policy change; environment and inclusion matter. Inclusive communications and accessible and inclusive tenancy conditions; reporting pathways. People of different religions or Neutral (monitor) Liaison/letting processes should not disadvantage observance. Scheduling flexibility; inclusive room/space Page 75 of 408
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beliefs or non- beliefs etiquette in relevant properties and business centres. Other groups Children and families Homeless people Looked after and accommodated people Armed Forces / ex-service personnel Care leavers Carers – paid / unpaid, family members Asylum Seekers Employees – full and part time. Including SES, MAs etc. Others 4.2 What measures could be taken to strengthen the policy / strategy to help advance equality of opportunity, foster good relations, promote human rights and reduce socio-economic disadvantage. NLP’s business plan has strong potential for positive socio-economic and equality impacts—particularly in deprived areas—provided its decisions approved by the Management Committee are aligned with affordability, equitable access, community wealth retention, and targeted regeneration priorities. The business service improvement action plan will support equalities commitments and in particular areas of business below: • Leasing policy and integrated affordability checks • Prioritised investment as part of condition survey programme • Embed CWB principles • Conducting EQIAs for major property decisions / projects • Integration with transformation and regeneration decisions • Continuing to strengthen digital inclusion within NLP managed facilities • Promoting accessible, inclusive design, and trauma principles across assets and with tenant’s Page 76 of 408
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4.3 Considering questions 4.1 and 4.2 what actions / measures will be put in place before introducing this policy please provide details. Action Timescales Responsible Officer Review details (include timescales) Accessibility variability across legacy assets Integrate accessibility upgrades as required into lifecycle plan; prioritise high-footfall assets Strategic Asset Manager Annual programmes 2026–2030 Disruption during works Tenant-first phasing, decant options, accessible site information and signage Projects and estates team Per project Affordability & access for disadvantaged groups Offer flexible/stepped rents where justified; maintain a pipeline of smaller, lower-cost units; support meaningful uses in regeneration areas Leasing; Regeneration Interface 2026-2031 Communication barriers Provide plain-English information; translation on request; accessible digital formats and upgrades to website Tenant Liaison/Admin supported by Communications From 2026 Equality assurance in disposals Project-level EQIA for disposals likely to affect community/business access; publish outcomes Asset strategy & Legal As required Monitoring and reporting Create a template against equality outcomes EO8 and EO9 to demonstrate evidence of improvement and report this annually NLP, Equalities Annually Section 5. Monitoring, evaluating and reviewing 5.1. How will you monitor the impact and effectiveness of the new policy? Page 77 of 408
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Annual review of EQIA actions against EO8 and EO9 with evidence reporting as part of Council equalities strategy incorporating any material changes to the annual review of the Business Plan. The business service improvement action plan will support equalities commitments and in particular areas of business below: • Leasing policy and integrated affordability checks • Prioritised investment as part of condition survey programme • Embed CWB principles • Conducting EQIAs for major property decisions / projects • Integration with transformation and regeneration decisions • Continuing to strengthen digital inclusion within NLP managed facilities • Promoting accessible, inclusive design, and trauma principles across assets and with tenant’s Four project level triggers are 1) Disposal or change of use that removes affordable workspace in areas with high SME reliance. 2) Major refurbishment affecting access or operation for more than 4 weeks. 3) Leasing policy/pricing changes with potential differential impact on micro-enterprises/social enterprises. 4) Property action directly linked to town-centre transformation (phasing/meanwhile uses/relocations). Section 6. Making a decision and sign-off Recommendation Tick Comment (where applicable, please give more information e.g. where to pilot, what modifications, etc.) Timescales Introduce the policy Adjust the policy then introduce x Approve updated business plan then introduce with supporting EQIA Approval Cycle 2 Management Committee Introduce the policy with justification regarding potential adverse impact Stop and withdraw the policy Name of Policy NLP LLP Business Plan 2026-2031 Head of Service /Senior Manager sign-off: Name Job title and division/ team Date Signature James McKinstry Chief Officer, Asset and Procurement Solutions Page 78 of 408
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For further information please contact: Name: Sara Tennant Job title: Operating Model Delivery Manager Service: Asset & Procurement Solutions Contact details: tennants@northlan.gov.uk The result of the assessment must be published as soon as possible on the Council website if the policy etc is being introduced. This can be done using the summary template available on MyNL. For further information, support and guidance please contact: Audrey Cameron, Equalities Manager CameronAu@northlan.gov.uk Page 79 of 408
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Review of Taxi Fare Scales under Section 17 of the Civic Government (Scotland) Act 1982 North Lanarkshire Council Report Does this report require to be approved? ☒ Yes ☐ No Ref REB Date 02/09/26 From Rachel Blair, Chief Officer (Legal, Democratic and Strategy) E-mail BlairR@northlan.gov.uk Executive Summary Section 17 of the Civic Government (Scotland) Act 1982 places a statutory duty on licensing authorities to fix scales for taxi fares and other charges and to review those scales at intervals not exceeding 18 months. The current taxi fare scales came into effect on 1 May 2024 and therefore require to be reviewed. To provide an independent and evidence-based assessment of the current fare structure, the Council commissioned Licensed Vehicle Surveys and Assessments (LVSA), a trading name of HKZ Services Limited, to undertake a review of the operating costs associated with the licensed taxi trade in North Lanarkshire. The findings of that review are attached at Appendix 1. The independent review concludes that operating costs have increased since the previous review and recommends revisions to the existing fare structure. This report seeks approval to consult on the proposed revised taxi fare scales between 7 September and 2 October 2026. A further report will be submitted to the Finance and Resources Committee on 18 November 2026 detailing the outcome of the consultation and seeking a final determination on the revised taxi fare scales. Recommendations It is recommended that Finance and Resources Committee: (1) Approves the commencement of consultation on the proposed taxi fare scales set out in Appendix 2 for the period 7 September 2026 to 2 October 2026, in accordance with the consultation methodology detailed within this report; (2) Approves the proposed consultation methodology set out in this report, including the proposed consultees and arrangements for seeking and considering representations; (3) Acknowledges the Council's statutory duty under section 17 of the Civic Government (Scotland) Act 1982 to review taxi fares and other charges at intervals not exceeding 18 months; (4) Acknowledges the findings and recommendations of the independent taxi fare review undertaken by Licensed Vehicle Surveys and Assessments, attached as Appendix 1, which have informed the proposed fare scales; Finance and Resources Committee Item 5 Page 81 of 408
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(5) Acknowledges that the proposed fare scales are being presented for consultation purposes only and that no final decision on the fares is being sought at this stage; and (6) Acknowledges that a further report will be submitted to the Finance and Resources Committee on 18 November 2026 detailing the outcome of the consultation and seeking a final determination on the proposed taxi fare scales. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement 1. Background 1.1 Section 17 of the Civic Government (Scotland) Act 1982 requires every licensing authority to fix scales for the fares and other charges in connection with the hire of taxis operating within its area. 1.2 The legislation further requires licensing authorities to review those fare scales at intervals not exceeding 18 months. The Council last completed a review of taxi fares during 2024, with the revised fare scales taking effect on 1 May 2024. Accordingly, a further review is now required to ensure that fares remain appropriate, proportionate and reflective of changes in the costs associated with operating licensed taxis. 1.3 The current taxi fare scales came into effect on 1 May 2024 following the Council's previous statutory review. A further review is therefore now required. 1.4 Recognising the importance of ensuring that any proposed revisions are based upon objective evidence, the Council commissioned Licensed Vehicle Surveys and Assessments (LVSA), an independent transport consultancy with expertise in taxi fare modelling and licensing matters, to undertake a comprehensive review of the existing fare scales and changes in operating costs since the previous review. 2. Report 2.1 LVSA has undertaken an independent review of the costs associated with operating licensed taxis within North Lanarkshire. The review adopts a recognised methodology which assesses a representative basket of operating costs rather than the individual costs incurred by specific licence holders. This approach provides an objective measure of how average operating costs have changed over time and enables recommendations to be made on proportionate changes to taxi fares. 2.2 The assessment considers changes in: • vehicle ownership costs; • servicing and maintenance; • fuel; • insurance; Page 82 of 408
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• vehicle excise duty; and • driver earnings. 2.3 The review also considers wider economic indicators, including CPIH inflation, average taxi fare increases across the United Kingdom and comparative waiting time charges across neighbouring Scottish licensing authorities. The full methodology and assessment are contained within the LVSA report at Appendix 1. Findings 2.4 The review concludes that overall operating costs have increased by approximately 10.6% since the previous fare review. Whilst this represents the overall increase in operating costs, LVSA does not recommend that every element of the tariff should increase by that amount. Instead, the report recommends a balanced approach which seeks to maintain the viability of the licensed taxi trade whilst ensuring that fares remain fair and proportionate for passengers. 2.5 Accordingly, LVSA recommends: • a 7% increase in distance-based fare elements; • an increase in the waiting time charge from the current equivalent of £12 per hour to £15 per hour; and • proportionate increases to the additional charges contained within the tariff. 2.6 The report notes that although the proposed increase to the waiting time charge represents a 25% increase, North Lanarkshire currently has the lowest waiting time rate in Scotland and the revised charge would remain below that operated by the majority of neighbouring licensing authorities. The proposed increase to the distance- based fare elements is lower than the overall increase in operating costs and lower than CPIH inflation since the previous review, whilst remaining slightly above the average increase in taxi fares across the United Kingdom over the same period. Taken together, the proposed amendments are intended to strike an appropriate balance between supporting the sustainability of the taxi trade and ensuring that fares remain reasonable and affordable for passengers. Proposed Consultation 2.7 Whilst the Council is responsible for determining taxi fare scales, it is considered appropriate that the proposed revisions identified through the independent assessment are subject to consultation before any final decision is taken. It is therefore proposed that consultation be undertaken on the revised tariff recommended by LVSA. 2.8 The proposed consultation period will run from 7 September 2026 until 2 October 2026. 2.9 The consultation will include: • all holders of taxi vehicle licences within North Lanarkshire; • taxi operators and relevant trade representatives; • publication on the Council's website; • promotion through the Council's social media channels; and • any other stakeholders considered appropriate. Page 83 of 408
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2.10 Consultees will be invited to comment on the proposed revised fare scales and the evidence contained within the independent LVSA report. The consultation responses will be analysed and summarised for Members' consideration. Next Steps 2.11 Following completion of the consultation, officers will review all responses received and prepare a further report for consideration by the Finance and Resources Committee on 18 November 2026. That report will summarise the consultation responses, set out any representations received and make recommendations regarding the final taxi fare scales. 2.12 Should Committee approve revised fare scales, the Council will thereafter comply with the statutory publication requirements contained within section 17 of the Civic Government (Scotland) Act 1982 before the revised fares are brought into effect. Conclusion 2.13 The Council has a statutory obligation to review taxi fares at intervals not exceeding 18 months. 2.14 An independent assessment undertaken by LVSA has identified that operating costs have increased since the previous review and recommends revisions to the existing fare structure which seek to balance the sustainability of the licensed taxi trade with affordability for passengers. 2.15 This report does not seek approval of revised taxi fare scales. Rather, it seeks approval to undertake consultation on the independently recommended tariff. The consultation will enable Members to consider the views of the licensed trade, stakeholders and the public alongside the independent evidence before determining whether the proposed fare scales should be adopted. 3. Measures of success 3.1 The success of the review process will be measured through: • Completion of the statutory taxi fare review within the requirements of section 17 of the Civic Government (Scotland) Act 1982; • Completion of a fair, transparent and proportionate consultation with the licensed taxi trade, stakeholders and members of the public; • Consideration by the Finance and Resources Committee of the consultation responses and any representations received before determining revised taxi fare scales; and • Implementation of revised taxi fare scales which provide an appropriate balance between supporting the sustainability of the licensed taxi trade and ensuring that fares remain fair and reasonable for passengers. 4. Supporting documentation 4.1 Appendix 1 – LVSA Taxi Fare Review Report (June 2026). 4.2 Appendix 2 – Proposed Taxi Fare Tariff for Consultation. Page 84 of 408
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Rachel Blair Chief Officer (Legal, Democratic and Strategy) Page 85 of 408
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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 proposed consultation process will be met from existing service budgets. There are no direct financial implications for the Council arising from the recommendations contained within this report. Any financial implications for licensed taxi operators or service users arising from changes to the fare scales will be considered as part of the consultation process and reported to Committee. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The report relates to the Council's statutory duty under section 17 of the Civic Government (Scotland) Act 1982 to review and fix taxi fare scales at intervals not exceeding 18 months. The proposed consultation forms part of the statutory decision-making process before revised fare scales are determined. Page 86 of 408
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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 public consultation will be undertaken using the Council's website, and communications channels to ensure that the licensed trade, stakeholders and members of the public have an opportunity to comment on the proposed fare scales. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Failure to undertake the statutory review within the required timescales could expose the Council to legal challenge and undermine confidence in the licensing regime. The risk is mitigated through compliance with the statutory review process, the commissioning of an independent evidence-based assessment, and the proposed consultation prior to any final decision being taken by Committee. Page 87 of 408
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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 88 of 408
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Appendix 1 North Lanarkshire June 2026 North Lanarkshire Taxi Fares Review Page 89 of 408
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North Lanarkshire Taxi Fares Review, June 2026 Contents Contents ..................................................................... i 1 General introduction and background ................... 3 2 Costs assessed........................................................ 5 3 Consideration of other information ....................... 9 4 Conclusions and recommendation ......................... 9 Page 91 of 408
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North Lanarkshire Taxi Fares Review, June 2026 Page left intentionally blank for formatting. 2 Page 92 of 408
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North Lanarkshire Taxi Fares Review, June 2026 1 General introduction and background LVSA have been commissioned by North Lanarkshire Council to undertake a review of the current taxi tariff in North Lanarkshire. The current taxi tariff was reviewed and revised in 2024. There are many fixed and variable costs associated with operating a taxi. Some costs form a large component of the annual operating costs and some form relatively minor components. The fare review adopted a model which represented a basket of costs. Over time, each of these costs will change at different rates. Consequently, the proportion of overall annual cost, that each cost element represents, will change over time. Changes in each of the elements in the cost model, are calculated using cost indices. These cost indices provide values which are calculated on a monthly basis. The latest values are used for each element. The basket of costs represent a proxy for average costs across the taxi fleet in all areas of North Lanarkshire. Most taxis will have higher or lower costs, in practice. However, the objective of the review is not to accurately represent the operating costs of each taxi in North Lanarkshire, but to derive the proportionate change in costs over time. Hence, a basket of average costs has been derived, as the basis for calculating the percentage change in costs over time. This 2026 review has determined changes in costs since 2024 and recommends proportionate changes to the 2024 taxi tariff table, based on changes in cost. 3 Page 93 of 408
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North Lanarkshire Taxi Fares Review, June 2026 Table 1 - Existing taxi fares table Fares by distance For a distance not exceeding 880 yards £3.00 Each additional 92 yards (or part thereof) 10p Fares for waiting Every THIRTY seconds (or part thereof) 10p Extra charges Hires between 12 midnight and 5 am £1.00 Called but not used between 5am and midnight £3.00 Hirings begun or ending on 25 or 26 December or 1 or 2 January (and after 7 pm on 24 December and 31 December) 1.5 x Meter Soiling Charge (valeting charge) £30.00 Where purpose bult / adapted vehicle is requested to carry more than 4 passengers or to carry out a task unsuitable for a saloon type vehicles (Except for disabled and wheelchair passengers) £1.00 4 Page 94 of 408
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North Lanarkshire Taxi Fares Review, June 2026 2 Costs assessed Overview of methodology The approach to reviewing fares evaluates a basket of costs as a representative basis for comparing overall costs between dates. The method used in this report to calculate the change in costs associated with operating a taxi in the North Lanarkshire, uses several component costs which are associated with operating a taxi. These costs do not necessarily encompass all costs which are incurred by all taxi drivers and owners. The costs are intended to provide a reasonable basis for weighting the relative changes in operational costs, between the base year used for comparison and the present date. How fares are charged Taxi fares are charged as a combination of distance based costs and time based (waiting) costs. The taxi meter calculates the cost of each journey according to whether a distance based charge or time based charge is higher. The waiting cost is charged when the vehicle speed drops below a threshold. The threshold level is determined by the wating cost rate and the distance charge rate. In North Lanarkshire, the threshold speed is 6.27 miles per hour. i.e. when a taxi is travelling below 6.27 miles per hour, the meter charges on the basis of time, rather than distance. Above 6.27 miles per hour, the meter charges on the basis of distance travelled. For typical taxi journey in North Lanarkshire, around 20% of the fare is based on time charges. Waiting time The current fares table indicates that the waiting time rate is 10 pence per 30 seconds. This equates to £12 per hour. Across Scotland, waiting time charges vary significantly. These range from £12 per hour to £50 per hour. The mean cost is approximately £23 per hour. Waiting time charge rates in adjacent local authority areas are as follows: South Lanarkshire (Cambuslang and Rutherglen Zone) £18.00 South Lanarkshire (Clydesdale Zone) £16.20 South Lanarkshire (East Kilbride Zone) £15.00 South Lanarkshire (Hamilton Zone) £15.00 Glasgow City £28.42 East Dunbartonshire £18.46 Stirling £18.00 Falkirk £13.51 West Lothian £36.00 The authority with the waiting time closest to North Lanarkshire is Falkirk, with waiting time at £13.51 per hour. All the others are £15.00 per hour or more. The Median value is £18 per hour. At the time of the last fare review in 2024, the waiting time was not changed. It is not known when the waiting time rate in North Lanarkshire was last changed. It would seem appropriate to revise the waiting time charge rate in North Lanarkshire as part of this fare review. Derivation of costs Indices of cost changes are available for several elements of motoring costs. The change in cost can vary by the element of cost. For example, the change in fuel cost can be relatively volatile compared with changes in the cost of tyres or indeed the change in vehicle purchase and depreciation cost. Therefore, it would not be 5 Page 95 of 408
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North Lanarkshire Taxi Fares Review, June 2026 reasonable to choose the variation in a single cost element (such as fuel) as the basis for deciding on changes in taxi fares. The cost indices should be weighted according to what proportion of overall cost each element represents. So, for example, if fuel accounts for say 11% of annual cost, then the fuel price index would be weighted to represent 11% of overall cost change index. The operating costs of each taxi will be unique. It is not intended that costs should represent a detailed cost model incorporating all costs incurred operating all taxis. The intention is that costs form a reasonable proxy for the key elements of cost which change over time. It is the proportionate change in cost over time which is used to drive an appropriate change in taxi fares, rather than the absolute magnitude of costs. The weighting of cost indices is achieved by using current [present day] costs to calculate an aggregate operating cost. The present day costs were then compared with the relevant costs at the date of the last fare review. [base year]. The current fares tariff was introduced on 1st of May 2024. The base year costs are assumed to be in the prior month, April 2024, for the purpose of calculating cost differences. The costs used to derive the overall change in cost index are: • Vehicle cost • Servicing • Fuel • Insurance • Vehicle Excise Duty • Average National Earnings Some of the costs are influenced by the annual mileage driven. The licensed vehicle register for North Lanarkshire was used to check the latest MOT test information for a sample of taxis and to derive the age profile of vehicles. The average annual mileage was calculated to be approximately 28,600. Vehicles in the taxi fleet covered an extensive range of different mileages. Around 10% of taxis covered less than 10,000 miles per annum. Around 10% covered more than 50,000 miles per annum. The most common mileage range was between 20,000 and 30,000 miles per annum. For the purpose of calculating annual fuel costs, servicing and insurance costs, the average annual mileage of 28,600 miles per annum was used. Vehicle Costs Whilst not all owners follow the same practice, a common approach to investing in a taxi vehicle is to purchase a vehicle, with finance. Vehicles are commonly kept for 5 years, which coincides with common 60 month financing deals. The cost of financing a vehicle over 60 months has been taken as the representative cost of ownership. This figure represents the actual annual cost of keeping a vehicle, and takes into account interest and depreciation. A range of different types of vehicles are used as taxis in North Lanarkshire. Some are saloon cars and some are larger vehicles with seating capacity greater than 5 and/or are wheelchair accessible vehicles. North Lanarkshire has three licensing areas. These are North, Central and South. Taxis in the north area tend to be taxi type vehicles, such as LTI TX4 or Mercedes Vito. In the central and south areas, vehicles tend to be saloon cars. The average age of taxis in the north area tends to be older than in the other areas. 6 Page 96 of 408
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North Lanarkshire Taxi Fares Review, June 2026 The type of vehicles used as taxis can be broadly classified as; • Saloon cars • Medium MPV style • Large MPV style The most common vehicle type are Diesel fuel Skoda Octavia Diesel vehicles. This is used as a representative vehicle for the calculation of ownership costs. Typical costs for purchase with 10% deposit and hire purchase financing at prevailing rates, were calculated. It was assumed that the representative vehicles would be bought at 2 years old, operated for 5 years and would cover 28,600 miles per annum. The residual value at the end of the 5 year period was taken into account. Typical annual cost of finance (June 2026) was £4,040 per annum. This cost does not include fuel, servicing and insurance. The index of used car costs, which is derived by the Office of National Statistics was used to derive the equivalent April 2024 cost, by applying the relative price change to present day vehicle cost. The equivalent April 2024 annual vehicle cost was £4,040. Servicing cost Servicing arrangements vary by operator. Some operators who own multiple vehicles may make arrangements for in-house servicing. This can help to reduce costs. Others may use commercial garage services to undertake servicing of their vehicles. In order to determine representative costs for servicing, reference was made to typical fleet operating costs with average costs for servicing over a 5 year period. The costs for each type of vehicle were determined and a weighted average calculated, based on the proportion of each type of vehicle in the fleet. The annual cost of maintenance was estimated to be £2,331.51 in June 2026. The index of vehicle maintenance and repair costs, which is derived by the Office of National Statistics was used to derive the equivalent costs in April 2024, when the taxi fares were previously reviewed. The April 2024 annual maintenance cost was £2,045 Fuel cost Within the taxi fleet, most of the vehicles are diesel fuelled. For the purposes of this calculation, we have calculated the weighted average annual consumption fuel for an annual mileage of 28,600 miles. The calculation is based on annual consumption of 2,766 litres of diesel. The 2024 costs were based on average fuel costs. The average fuel cost in April 2024 was £1.575 per litre. Therefore, based on the average annual fuel consumption, the annual fuel cost in April 2024 was £4,355.89. The annual fuel cost used for the 2026 fares calculation, was £4,770.52 per annum. Insurance A typical taxi insurance cost was estimated to be around £2,823.81 per annum in June 2026. 7 Page 97 of 408
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North Lanarkshire Taxi Fares Review, June 2026 Office of National Statistics index for motor vehicle insurance was used to calculate the equivalent insurance cost in April 2024, as £2,567 Vehicle Excise Duty cost Vehicle excise duty has two stages of charge. For the purchase of a new vehicle, there is a first year Vehicle Excise Duty charge, followed by an annual charge in subsequent years. The duty charges have been assessed over 5 years for each vehicle type and a mean cost calculated, for each assessment year. It is assumed that each vehicle is two years old on initial purchase, therefore the first year rate is not relevant and second payment and onwards rate is relevant. The second payment and onwards rate for all types of representative vehicles is £200 per annum. The equivalent VED cost per annum in 2024 was £190. The equivalent cost in 2026 was £200 per annum Average national earnings A significant proportion of the cost of operating a taxi is the cost of the driver, whether self-employed or employed by a third party. For the purposes of assessing taxi fares, the drivers of taxis are assumed to earn an income which equates to the median annual gross earnings for workers in Scotland. The Office of National Statistics collects and publishes earnings data. The median annual gross earnings for all workers is published. The data for Scotland has been obtained for 2025 provisional data [the latest data available]. The median gross earnings were £39,719. The driver costs associated with each taxi are factored by the driver ratio of 1.0. Therefore, assumed driver costs for calculating operating costs for the 2026 review = £39,719. The equivalent value for 2024 was £35,518. Total costs calculations The total indicative annual costs have been summarised in the following table: Table 2 - Components of annual taxi operating cost Cost item 2024 Costs 2026 Costs Proportionate change Vehicle cost £4,040.00 £4,040.00 0.0% Servicing £2,045.00 £2,331.51 14.0% Fuel £4,355.89 £4,770.52 9.5% Insurance £2,567.00 £2,823.81 10.0% Vehicle Excise Duty £190 £200 5.3% Driver costs £35,518 £39,719 11.8% Total cost £48,715.89 £53,884.84 10.6% The proportionate change in overall costs between 2024 and 2026 was an increase of 10.6%. 8 Page 98 of 408
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North Lanarkshire Taxi Fares Review, June 2026 3 Consideration of other information Inflation indices A commonly reported index of inflation is the CPIH inflation index, which is maintained and updated by the Office of National Statistics. The CPIH index uses cost changes from a range of common goods and services (including housing costs) to derive an overall index of inflation. The inflation index can be used for comparison with proposed changes in the fares table. The CPIH inflation from April 2024 (the date used in the previous review) to May 2026 (latest available data) was 7.5% Comparison of UK average fares The publication Private Hire and Taxi Monthly maintains a league table of taxi fares around the UK. The table contains an average cost for a 2 mile taxi fare in the UK. In April 2024, the median position 2 mile fare, in PHTM table (rank 170) cost £7.00 In June 2026, the median position 2 mile fare, in PHTM table (rank 168) cost £7.40 The difference in median fares between 2024 and 2026 equates to an increase of 5.7% Operational practicalities Feedback from the trade indicates that rounded fares find more favour with drivers, from the perspective of handling change for passengers. Anecdotal evidence from other similar work elsewhere in the UK also supports the view that passengers prefer fares which are rounded to the nearest 5 pence or 10 pence. 4 Conclusions and recommendation Conclusions There is evidence that operational costs have changed since the last fares increase. It is proposed that combined distance and time based fares increase by around 10.6% in line with cost increases since the last fares review. It is noted that this increase is higher than the CPIH inflation measure over the same period and is higher than the average increase in taxi fares over the same period. It is proposed that the time based fare element (waiting time) is increased by more than 10.6% and the distance based fares component is increased by less than 10.6%, in order that the overall increase is around 10.6%. It was estimated that around 20% of the fares charged are wating time charges and the remaining 80% of the fare charged is based on distance charges. Recommendation It is recommended that waiting time is increased from £12 per hour to £15 per hour. Whilst this is a 25% increase, the outturn cost would be less than most of the neighbouring authorities and less than most authorities in Scotland. It is recommended that distance based charges are increased by 7%. This level of increase lies between the average level of taxi fare increase in the UK since April 2024 and the CPIH measure of inflation since April 2024. 9 Page 99 of 408
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North Lanarkshire Taxi Fares Review, June 2026 Assuming a weighting of 20% time based charges and 80% distance based charges, the combination of time and distance charges would be 10.6%. Distance charges in the taxi fares table are 10 pence. The flag drop fare is £3.00. Rather than increase these values by 7%, it is prudent to reduce the distances by the appropriate proportion to effect a 7% increase in distance based fares. Similarly, the waiting time for each 10 pence charged will be reduced to reflect the proportionate increase in cost. The Extra charges on the taxi fares table would be increased by 10% (10.6% rounded down to the nearest 10 pence) for all charges except festive charges at Christmas and New Year, which remain at 1.5 x the meter. The proposed tariff table would be as follows Table 3 - Proposed taxi fares table Fares by distance For a distance not exceeding 822 yards £3.00 Each additional 86 yards (or part thereof) 10p Fares for waiting Every TWENTY FOUR seconds (or part thereof) 10p Extra charges Hires between 12 midnight and 5 am £1.10 Called but not used between 5am and midnight Hirings begun or ending on 25 or 26 December or 1 or 2 January £3.30 (and after 7 pm on 24 December and 31 December) 1.5 x Meter Soiling Charge (valeting charge) £33.00 Where purpose bult / adapted vehicle is requested to carry more than 4 passengers or to carry out a task unsuitable for a saloon type vehicles (Except for disabled and wheelchair passengers) £1.10 10 Page 100 of 408
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North Lanarkshire Taxi Fares Review, June 2026 Sense checks The changes in distance increments for the flag drop and additional travel distance beyond the initial 822 yards are, by necessity, rounded. Therefore, it is prudent to check the effect that these changes would have on a range of distance based fares. The following table sets out the changes to distance only fares which would arise if the proposed fares are adopted. Table 4 - Proposed Tariff 1 increase in fares for different distances (distance based charges only) Current fare Proposed fare Resulting % increase in fare LVSA proposal) Flag drop minimum fare £3.00 £3.00 0.0% Cost 1 mile £4.00 £4.10 2.5% Cost 2 miles £5.90 £6.20 5.1% Cost 3 miles £7.80 £8.20 5.1% Cost 4 miles £9.70 £10.30 6.2% Cost 5 mile £11.70 £12.30 5.1% Cost 6 miles £13.60 £14.40 5.9% Cost 7 miles £15.50 £16.40 5.8% Cost 8 miles £17.40 £18.50 6.3% Cost 9 mile £19.30 £20.50 6.2% Cost 10 miles £21.20 £22.60 6.6% Cost 15 miles £30.80 £32.80 6.5% Cost 20 miles £40.40 £43.00 6.4% As Table 5 illustrates, The full effect of the increase in distance based fare charges tend to take place over longer distances. Owing to rounding effects, even for a 10 mile trip, the increased distance based fare would be less than the 7.0% applied to the component charges. If, however, we were to reduce the additional distance increments from 86 to 85 yards, the cost of a 10 mile journey would increase by 7.5%, compared with the current fare. 11 Page 101 of 408
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North Lanarkshire Taxi Fares Review, June 2026 Resulting % increase in fare LVSA proposal) 7.0% 6.0% 5.0% 4.0% 3.0% 2.0% 1.0% 0.0% Resulting % increase in fare LVSA proposal) Figure 1 - Proposed Tariff 1 proportionate increase in fares for different distances (distance based charges only) 12 Page 102 of 408
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Appendix 2 NORTH LANARKSHIRE COUNCIL FARE TARIFF NORTH, CENTRAL AND SOUTH LICENSING AREAS Taxi Operator/Private Hire Car Licence No: Vehicle Registration: Area of Operation: Licence Holder’s Full Name: Licensed to carry passengers. The driver’s licence number is shown on their badge, which must be worn visibly in accordance with licensing requirement. FARES BY DISTANCE For a distance not exceeding 822 yards £3.00 Each additional 86 yards (or part thereof) 10p FARES FOR WAITING Every TWENTY FOUR seconds (or part thereof) 10p EXTRA CHARGES Hires between 12 midnight and 5am £1.10 Called but not used between 5am and midnight. £3.30 Hirings begun or ending on 25 or 26 December or 1 or 2 January (and after 7 pm on 24 December and 31 December. 1.5 x meter Soiling Charge (valeting charge). £33.00 Where purpose built/adapted vehicle is requested to carry more than 4 passengers or to carry out a task unsuitable for a saloon type vehicle (Except for disabled and wheelchair passengers). £1.10 • No separate fares shall be charged to, or payable by each passenger under any circumstances. • The fare shown on the face of the taximeter includes V.A.T. • Complaints relating to defective taximeters, drivers not displaying their badge, or property left in a taxi or private hire vehicle should be submitted to the Chief Officer (Legal, Democratic and Strategy) by email to LicensingEnquiries@northlan.gov.uk. When making a complaint, please include the Taxi/Private Hire Car Licence Number and the vehicle registration number wherever possible. • The driver shall, when requested, assist with the loading and unloading without making any additional charge. Page 103 of 408
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North Lanarkshire Council Report Finance and Resources Committee Does this report require to be approved? ☐ Yes ☒ No Ref REB/JBK Date 02/09/26 Comprehensive Review of Taxi and Private Hire Licensing – Progress Update From Rachel Blair, Chief Officer (Legal, Democratic and Strategy) E-mail BlairR@northlan.gov.uk Executive Summary This report provides Members with an update on the comprehensive programme of work being undertaken to modernise taxi and private hire licensing across North Lanarkshire, following the decision of the Finance and Resources Committee on 19 November 2025. The review represents the most significant examination of the Council's taxi and private hire licensing arrangements for many years and is intended to ensure that the Council's regulatory framework remains efficient, proportionate, customer-focused and fit for purpose. The programme extends beyond individual policy changes and encompasses licensing policies, procedures, governance arrangements, digital processes, customer guidance and administrative practices. Significant progress has now been made in redesigning application processes, introducing modern administrative arrangements and reviewing existing licensing procedures. This report provides Members with an update on the wider programme of work which will continue over the coming months, including the development of revised licensing policies, updated guidance for applicants and further improvements to civic licensing processes. The overall aim of the review is to establish a modern, transparent and evidence-based licensing framework which continues to promote public safety, supports the licensed trade, improves customer experience and enables the Council to respond effectively to future legislative, technological and operational developments. Recommendations It is recommended that Finance and Resources Committee: (1) Acknowledges the progress made in delivering the Council's programme of modernisation of taxi and private hire licensing; (2) Acknowledges the wider programme of work outlined within this report, including the review and development of licensing policies, customer guidance, governance arrangements and administrative procedures; and (3) Acknowledges that further reports will be presented to Committee as individual elements of the review are completed. Item 6 Page 105 of 408
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1. Background
1.1 Taxi and private hire licensing within North Lanarkshire is regulated under the Civic
Government (Scotland) Act 1982 ("the 1982 Act"). The licensing authority has
responsibility for ensuring that licensed vehicles, drivers and operators meet the
standards necessary to protect public safety whilst supporting an effective and
sustainable licensed transport sector.
1.2 Although the statutory framework remains appropriate, expectations placed upon
licensing authorities have changed significantly over recent years. Advances in
technology, changing customer expectations, developments within the licensed trade
and increasing emphasis on digital service delivery require licensing arrangements to
be reviewed regularly to ensure they remain efficient, proportionate and fit for purpose.
1.3 Recognising these changes, the Finance and Resources Committee agreed on 19
November 2025 that a comprehensive review of taxi and private hire licensing should
be undertaken.
1.4 The review is intended not simply to update existing procedures but to establish a
modern licensing framework which promotes public safety, improves customer
experience, supports the licensed trade, strengthens governance arrangements and
ensures regulatory consistency across all aspects of taxi and private hire licensing.
2. Report
2.1 The review represents a comprehensive programme of regulatory modernisation and
encompasses all aspects of taxi and private hire licensing administered under the Civic
Government (Scotland) Act 1982. The review includes consideration of:
• Licensing policies;
• Administrative procedures;
• Application processes;
• Customer guidance;
• Electronic service delivery;
• Delegated authority arrangements;
• Vehicle specifications;
• Accessibility requirements;
• Demand assessment;
• Licence fee structures;
• Governance arrangements;
• Committee procedures; and
• Wider regulatory best practice.
The Plan for North Lanarkshire
Priority All priorities
Ambition statement All ambition statements
Programme of Work Statutory / corporate / service requirement
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2.2 Collectively, these workstreams represent a comprehensive review of the Council's approach to taxi and private hire licensing. They are intended to ensure that licensing arrangements continue to reflect legislative requirements, recognised good practice and the changing needs of both the travelling public and the licensed trade. The programme also seeks to improve consistency, transparency and customer experience whilst strengthening governance arrangements and ensuring that the licensing service remains responsive to future legislative and technological developments. 2.3 The programme has been structured so that each workstream can be developed in a logical sequence, supported by evidence and stakeholder engagement where appropriate. This approach enables complex policy issues to be considered individually whilst ensuring that all elements contribute towards a coherent and consistent licensing framework. As each workstream reaches completion, further reports will be presented to Committee seeking approval where policy decisions are required. Demand Survey and Vehicle Specification Review 2.4 Following a procurement exercise, Licensed Vehicle Surveys and Assessments (LVSA) was appointed to provide specialist consultancy support to the Council. LVSA has been commissioned to undertake: • A Taxi Demand Survey; • An assessment of private hire vehicle provision; • A review of the Council's current licensing zones; • An assessment of unmet demand; and • Specialist advice on vehicle specifications. 2.5 The review of licensing zones is particularly important given that the Council continues to operate three licensing zones which originated following local government reorganisation in 1996. The review will provide an evidence-based assessment of whether these arrangements continue to be appropriate or whether a single licensing zone across North Lanarkshire would better meet the needs of passengers and the licensed trade. 2.6 The information obtained through the demand survey and vehicle specification review will provide an objective evidence base to support future policy decisions. This will ensure that proposals brought before Members are informed by operational evidence, industry best practice and stakeholder engagement rather than anecdotal information, thereby supporting robust and transparent decision making. 2.7 The review of vehicle specifications will also consider: • Vehicle age limits; • Accessibility and wheelchair accessible vehicles; • Environmental and emissions standards; • Electric and ultra-low emission vehicles; • Safety features; • Developments within the taxi and private hire industry; and • Benchmarking against other Scottish licensing authorities. Page 107 of 408
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Licensing Processes and Administrative Procedures 2.8 A significant element of the review has focused on modernising the Council's licensing processes with the aim of improving efficiency, consistency and customer experience. A significant element of the review has focused on redesigning existing licensing processes to improve efficiency for applicants, licence holders and the Council. Many of the current procedures have evolved over a considerable period of time and present opportunities for simplification, standardisation and greater use of digital technologies. The work undertaken to date has therefore concentrated upon removing unnecessary administrative complexity whilst ensuring that statutory requirements continue to be met. Work completed to date includes: • Redesign of taxi and private hire application forms; • Review of administrative procedures; • Improved electronic application processes; • Updated standard correspondence; • Clearer administrative workflows; • Improved record management arrangements; and • Streamlined internal processing procedures. 2.9 These improvements are expected to reduce avoidable correspondence, improve the quality of applications submitted to the licensing authority, support more efficient case management and provide greater consistency in the information available to decision makers. Customer Guidance 2.10 As part of the modernisation programme, officers are preparing a comprehensive suite of guidance notes for applicants, licence holders and operators. In addition to supporting applicants, the guidance will assist licence holders in understanding their ongoing legal responsibilities and the standards expected by the licensing authority throughout the lifetime of their licence. Improved guidance should also reduce common enquiries, minimise incomplete applications and contribute to more efficient administration. Policy Development 2.11 Alongside improvements to operational procedures, officers are undertaking a comprehensive review of the Council's taxi and private hire licensing policies. Areas currently being reviewed include: • Vehicle specifications; • Accessibility requirements; • Wheelchair accessible vehicle provision; • CCTV within licensed vehicles; • Digital advertising; • Electronic communications; • Delegated authority arrangements; • Licensing procedures; • Application processes; • Inspection arrangements; and • Enforcement practices. Page 108 of 408
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2.12 Each policy will be reviewed to ensure it reflects current legislation, recognised good practice, operational experience and the needs of both the travelling public and the licensed trade. 2.13 The review provides an opportunity to consider whether existing policies remain appropriate in light of developments within the licensed trade, technological innovation, environmental considerations and changes in customer expectations. Rather than undertaking isolated policy revisions, the intention is to develop a coherent suite of licensing policies which complement one another and provide greater consistency across the licensing regime. Where appropriate, benchmarking has been undertaken against the approaches adopted by other Scottish licensing authorities and relevant professional guidance. However, it is recognised that local policies should reflect the specific needs and circumstances of North Lanarkshire rather than adopting a uniform national approach. Wider Civic Licensing Improvements 2.14 The review has also demonstrated that a number of the administrative improvements being developed are not unique to taxi and private hire licensing. Similar opportunities exist across other civic licensing functions administered under the Civic Government (Scotland) Act 1982, including street trader licensing, booking offices, public entertainment licensing, public processions and other civic licensing activities. 2.15 Officers will therefore consider, as part of the wider service improvement programme, whether standard documentation, customer guidance, electronic processes and administrative practices can be developed consistently across civic licensing. Whilst recognising that each licensing regime has distinct statutory requirements, there is considerable scope to improve the overall customer experience through greater consistency of approach. Licence Fee and Application Review 2.16 Revised application forms have now been prepared for all taxi and private hire licences. The revised documentation has been designed to improve clarity for applicants, ensure consistency of information provided to the licensing authority and better support electronic submission. Governance and Future Development 2.17 The review is intended to establish an ongoing framework for continuous improvement rather than a single programme of change. Future legislative developments, changes in case law, technological innovation and evolving customer expectations will require licensing policies and procedures to be reviewed periodically to ensure they remain effective and legally robust. 2.18 The development of a structured programme of policy review will also assist the Council in maintaining consistency across licensing functions and ensuring that Members receive timely reports where changes to policy or governance arrangements are required. Next Steps 2.19 The next phase of the programme will include completion of the demand survey, development of revised vehicle specification policies, preparation of updated customer guidance, stakeholder engagement on proposed policy changes and the presentation Page 109 of 408
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of further reports to Committee seeking approval of revised policies as they are developed. This phased approach will ensure that each aspect of the modernisation programme is supported by appropriate evidence and consultation before implementation. Conclusion 2.20 The review represents the most significant review of taxi and private hire licensing undertaken by the Council for many years. Rather than focusing solely on individual procedural changes, it seeks to establish a modern, efficient and proportionate licensing framework capable of responding to changing legislation, technological developments and the evolving needs of the travelling public and the licensed trade. 2.21 Significant progress has already been made in redesigning administrative processes, developing new application documentation and identifying opportunities to improve governance and customer experience. The remaining work will focus on developing a comprehensive suite of updated policies, guidance and procedures informed by evidence, stakeholder engagement and recognised good practice. 2.22 The programme also provides an opportunity to identify improvements across wider civic licensing functions administered under the Civic Government (Scotland) Act 1982, supporting a more consistent, efficient and customer-focused approach to licensing across the Council. 2.23 The review is also intended to place North Lanarkshire Council in a strong position to respond to future developments within the licensed trade. Emerging technologies, changes in vehicle design, accessibility requirements, environmental considerations and digital service delivery will continue to shape taxi and private hire licensing over the coming years. Establishing modern governance arrangements and an evidence- based policy framework will ensure that the Council remains well placed to respond to these developments whilst maintaining high standards of public safety and customer service. 3. Measures of success 3.1 The success of the modernisation programme will be measured through: • A comprehensive suite of modern licensing policies approved by Committee; • Evidence-based policy making informed by consultation and specialist advice; • Improved transparency and accessibility for applicants and licence holders; • Greater consistency across civic licensing functions; • Improved consistency of decision-making; • Improved governance and regulatory assurance; • Enhanced public confidence in the Council's licensing regime; and • Continued compliance with the Civic Government (Scotland) Act 1982 and associated legislation. 4. Supporting documentation None. Rachel Blair Chief Officer (Legal, Democratic and Strategy) Page 110 of 408
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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? The report has legal impacts as taxi and private hire licensing is undertaken under the Civic Government (Scotland) Act 1982. The review is intended to ensure that the Council’s licensing framework remains compliant with statutory requirements, reflects current legal developments and supports robust and transparent decision making. Future policy changes arising from the review will require consideration of relevant legislation, statutory guidance, case law and legal principles to ensure that the Council continues to exercise its licensing functions lawfully and proportionately. Page 111 of 408
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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? The report includes significant service redesign and digital improvement activity. The review includes the redesign of application processes, improved electronic submission arrangements, updated administrative workflows, improved record management arrangements and consideration of wider opportunities to standardise digital processes across civic licensing functions. These changes are intended to improve customer experience, reduce administrative duplication, strengthen data quality and support more efficient processing of licensing applications. 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 report includes consideration of environmental and carbon-related matters as part of the wider review of vehicle specification policies. This includes consideration of emissions standards, electric vehicles and ultra-low emission vehicles. Future policy development will consider how taxi and private hire licensing arrangements can support wider environmental objectives while balancing operational requirements, public safety and the needs of the licensed trade. Page 112 of 408
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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 has communications impacts arising from the need to provide clear information to licence applicants, licence holders, operators and other stakeholders regarding changes to licensing processes, procedures and future policy developments. Updated customer guidance, application documentation and stakeholder communications will form part of the wider modernisation programme to ensure that changes are understood and implemented effectively. 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 report involves a number of risks associated with the modernisation of the taxi and private hire licensing framework. These include ensuring that policy changes remain legally compliant, maintaining public safety, managing stakeholder expectations, ensuring continuity of service during process changes and securing effective implementation of revised procedures. Risks associated with individual workstreams will continue to be monitored and managed through existing service management arrangements and relevant project/service risk registers where appropriate. The phased approach to implementation, evidence-based policy development and stakeholder engagement are intended to mitigate these risks. 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 113 of 408
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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 114 of 408
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North Lanarkshire Council Report Finance and Resources Committee Does this report require to be approved? ☒ Yes ☐ No Ref REB/CC Date 02/09/26 Data Protection Complaints Policy – Approval and Implementation From Rachel Blair, Chief Officer (Legal, Democratic and Strategy) E-mail BlairR@northlan.gov.uk Executive Summary The purpose of this report is to seek approval from the Finance and Resources Committee for the Council's Data Protection Complaints Policy. The Data (Use and Access) Act 2025 introduces a new statutory requirement for organisations acting as data controllers, including local authorities, to establish, maintain and operate an internal data protection complaints process. These provisions came into force on 19 June 2026 and are intended to strengthen individual rights by ensuring that concerns relating to the processing of personal information can be considered and addressed by organisations before escalation to the Information Commissioner's Office (ICO). Whilst the Council has established arrangements for the handling of corporate complaints, information rights requests and data protection matters, the new legislative framework requires a dedicated process specifically for data protection complaints. This reflects a broader shift towards increased organisational accountability, transparency and proactive resolution of concerns relating to the handling of personal information. A Data Protection Complaints Policy has therefore been developed to ensure compliance with the new statutory obligations and to provide a clear, accessible and consistent framework for the receipt, investigation, resolution and recording of data protection complaints. The Policy aligns with guidance issued by the Information Commissioner's Office and supports the Council's commitment to maintaining high standards of information governance and public confidence in its stewardship of personal data. The Business Management Team considered the proposed Policy on 11 June 2026 and approved its implementation from 19 June 2026 to ensure compliance with the commencement of the statutory provisions. Formal approval by the Finance and Resources Committee is now sought in accordance with the Council's governance arrangements and Strategic Policy Framework. Approval of the Policy will ensure that the Council meets its statutory obligations, promotes good administrative practice and demonstrates a robust approach to information governance and regulatory compliance. Item 7 Page 115 of 408
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1. Background 1.1 North Lanarkshire Council processes significant volumes of personal information in the delivery of its statutory and discretionary functions. Effective information governance arrangements are essential to maintaining public trust, protecting individual rights and ensuring compliance with legislative requirements. 1.2 The Data (Use and Access) Act 2025 introduces a number of reforms to the United Kingdom's data protection framework. Amongst these reforms is a new statutory obligation requiring organisations acting as data controllers to establish and maintain a dedicated internal process for handling data protection complaints. The relevant provisions came into force on 19 June 2026. 1.3 The legislation is intended to strengthen accountability and provide individuals with a clear and accessible mechanism for raising concerns about how organisations have processed their personal information. It also provides organisations with an opportunity to investigate and seek to resolve concerns at a local level before matters are escalated to the Information Commissioner's Office. 1.4 The Information Commissioner's Office has confirmed that all organisations subject to UK data protection legislation are required to maintain a data protection complaints process and that there are no exemptions from this requirement. Organisations are expected to ensure that complaints can be submitted easily, acknowledged promptly, investigated appropriately and responded to within prescribed timescales. 1.5 Whilst North Lanarkshire Council already operates established arrangements for managing corporate complaints, information rights requests, personal data breaches and other information governance matters, the new legislation creates a specific requirement for a dedicated data protection complaints process. Recommendations It is recommended that Finance and Resources Committee: (1) Approve the Data Protection Complaints Policy attached as Appendix 1 to this report; (2) Acknowledge that the Policy has been implemented operationally with effect from 19 June 2026 to ensure compliance with the requirements of the Data (Use and Access) Act 2025; (3) Acknowledge that the Policy establishes a dedicated process for the handling, investigation and resolution of data protection complaints in accordance with statutory requirements and Information Commissioner's Office guidance; and (4) Acknowledge that the operation and effectiveness of the Policy will be monitored by the Information Governance Team, with any significant issues, trends or lessons learned reported through appropriate governance arrangements. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Page 116 of 408
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1.6 Failure to comply with the new statutory requirements may increase the risk of regulatory intervention by the Information Commissioner, reputational damage and reduced public confidence in the Council's management of personal information. 1.7 A Data Protection Complaints Policy has therefore been developed to ensure compliance with the Council's statutory obligations and to provide a transparent, proportionate and consistent framework for managing complaints relating to data protection matters. 2. Report Overview 2.1 The new statutory requirements apply to complaints made by individuals regarding the Council's compliance with data protection legislation. This includes concerns relating to the collection, use, disclosure, retention, security and accuracy of personal information, as well as matters concerning the exercise of information rights under applicable legislation. 2.2 The legislation requires organisations to maintain an accessible complaints process which enables individuals to raise concerns regarding data protection matters directly with the organisation concerned. The Council is required to acknowledge complaints, undertake appropriate investigations, communicate outcomes within prescribed timescales and maintain records relating to complaints received and actions taken. 2.3 The proposed Data Protection Complaints Policy establishes a formal framework for the receipt, investigation, resolution and recording of data protection complaints and clearly defines the responsibilities of employees, managers, Chief Officers and the Information Governance Team in supporting its operation. 2.4 The Policy has been developed having regard to guidance issued by the Information Commissioner's Office and reflects principles of fairness, accessibility, transparency and accountability. It seeks to ensure that complaints are managed consistently across all Council services and that individuals are provided with clear information regarding how concerns will be handled. 2.5 Implementation of the Policy requires all Council Services to understand: • what constitutes a data protection complaint; • how complaints should be identified and referred appropriately; • the role of the Information Governance Team in supporting investigations and • ensuring consistency of approach; • statutory and organisational timescales for acknowledging and responding to • complaints; • requirements relating to record keeping, reporting and organisational learning; and Page 117 of 408
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• circumstances in which matters should be escalated to senior management or the Information Commissioner's Office. 2.6 Chief Officers will be responsible for ensuring that appropriate arrangements are maintained within their services to support compliance with the Policy. This includes ensuring that relevant employees are aware of their responsibilities and cooperate with investigations where complaints arise. 2.7 The Information Governance Team will oversee the operation of the Policy, provide advice and guidance to services, maintain appropriate records of complaints received and identify opportunities for organisational learning and improvement. 2.8 The introduction of the Policy provides an opportunity to strengthen the Council's overall information governance framework by promoting early resolution of concerns, enhancing transparency and supporting continuous improvement in the management of personal information. 2.9 The Business Management Team considered the proposed Policy on 11 June 2026 and approved its operational implementation from 19 June 2026 to ensure compliance with the commencement of the statutory provisions. Committee approval is now sought to formalise the Policy within the Council's governance framework. Conclusion 2.10 The Data (Use and Access) Act 2025 introduces a clear statutory obligation requiring the Council to maintain and operate a dedicated process for handling data protection complaints. 2.11 The proposed Data Protection Complaints Policy provides a comprehensive framework through which the Council can meet these legislative requirements whilst supporting openness, accountability and public confidence in the management of personal information. 2.12 Approval of the Policy will demonstrate the Council's commitment to maintaining high standards of information governance, protecting the rights of individuals and ensuring compliance with the expectations of the Information Commissioner's Office. 2.13 The Policy has already been implemented operationally to ensure compliance from the statutory commencement date of 19 June 2026. Formal approval by the Finance and Resources Committee will provide strategic endorsement of the arrangements and support their continued application across all Council services. 3. Measures of success 3.1 The successful implementation and operation of the Data Protection Complaints Policy will be demonstrated through: • compliance with the statutory requirements introduced by the Data (Use and Access) Act 2025; • the effective operation of a dedicated, accessible and transparent data protection complaints process across all Council services; • timely acknowledgement, investigation and resolution of data protection complaints in accordance with legislative requirements and organisational timescales; Page 118 of 408
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• increased awareness amongst employees and managers regarding the identification, escalation and management of data protection complaints; • effective monitoring, recording and reporting of complaints, including the identification of trends, themes and lessons learned; • evidence of organisational learning and service improvement arising from complaints received; • maintenance of public confidence in the Council's handling of personal information and commitment to individual rights; and • reduced risk of regulatory intervention, enforcement action or adverse findings resulting from failures in the management of data protection complaints. 4. Supporting documentation 4.1 Appendix 1 – Data Protection Complaints Policy. Rachel Blair Chief Officer (Legal, Democratic and Strategy) Page 119 of 408
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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 policy will be implemented using existing resources within the Information Governance Team and Council services. There may be minor administrative and training costs associated with implementation and awareness-raising activities; however, no additional budget approval is sought through this report. Effective complaint handling may also reduce the risk of regulatory enforcement and associated financial consequences. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The report relates directly to compliance with new statutory requirements introduced by the Data (Use and Access) Act 2025, which came into force on 19 June 2026. The Council is legally required to maintain and operate a dedicated data protection complaints process. The policy has been developed to ensure compliance with the new legislation and guidance issued by the Information Commissioner's Office. Page 120 of 408
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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? The policy has implications for data management, information governance, digital record keeping, and service processes for handling data protection complaints. Existing systems and processes will be used to record, track and monitor complaints, supporting improved governance and reporting arrangements. 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? Implementation of the policy will require internal communications and awareness- raising across all Council services to ensure employees understand the new statutory requirements, how to identify data protection complaints, and the procedures for referral and investigation. Public-facing information regarding the complaints process will also require updating. Page 121 of 408
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5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Failure to implement and operate a compliant data protection complaints process could expose the Council to regulatory enforcement by the Information Commissioner's Office, reputational damage, adverse findings, and reduced public confidence in the Council's handling of personal information. These risks will be managed through the implementation of the policy, staff awareness activities, oversight by the Information Governance Team, and monitoring through existing governance arrangements. 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 122 of 408
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DATA PROTECTION COMPLAINTS POLICY VERSION 1.0, 1 JUNE 2026 Page 123 of 408
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Data Protection Complaints Policy 2 Document control Title Data Protection Complaint Handling Policy Owner Rachel Blair, Chief Officer (Legal, Democratic and Strategy) Contact BlairR@northlan.gov.uk Governance Group Data Governance Board Author Colette Cameron, Principal Solicitor (Information Governance) Contact CameronCol@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) 1.0 Finance and Resources Committee 2 September 2026 Consultation Record (for most recent update) Status of document consulted upon Stakeholders consulted/date Strategic Alignment Plan for North Lanarkshire Improving the Council’s Resource Base – A Workforce Strategy that is built around the needs of the Council (as a single resource base) to deliver the priority outcomes, ensuring future workforce requirements, new skills and innovative approaches, and succession planning are recognised. Digital and IT Strategy The Digital and IT Strategy bring together separate but related plans and policies that contribute to the development and delivery of our digital vision. The Data Protection Policy is one of these. It supports the strategy setting out how we protect personal data using principles, rules, and guidelines to make sure we continue to comply with data protection laws. Next review commencement date Review Date 01 June 2028 or earlier where there are changes to legislation, statutory guidance, or established best practice that require amendment. Page 124 of 408
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Data Protection Complaints Policy 3 Contents 1. Introduction .................................................................................................................................... 4 2. Purpose ........................................................................................................................................... 4 3. Scope ............................................................................................................................................... 4 Part 1: Governance...................................................................................................................................... 5 1. Policy Governance ......................................................................................................................... 5 2. Policy Objectives ............................................................................................................................ 5 3. Policy Principles ............................................................................................................................. 6 4. Roles and responsibilities ............................................................................................................. 6 5. How we learn from data protection complaints ....................................................................... 8 6. Record keeping .............................................................................................................................. 9 Part 2: Understanding a data protection complaint ............................................................................. 10 1. What is a data protection complaint? ....................................................................................... 10 2. Supporting individuals ................................................................................................................ 11 3. Complaints involving children .................................................................................................... 11 4. Trauma-informed approach....................................................................................................... 11 5. Expected behaviours ................................................................................................................... 12 6. How complaints may be made .................................................................................................. 12 7. Complaints by a third party ........................................................................................................ 13 8. Anonymous complaints .............................................................................................................. 13 9. Complaints to or about contractors .......................................................................................... 14 10. Time limit for making complaints .............................................................................................. 14 Part 3: Data protection complaints handling procedure ..................................................................... 15 1. Validation and Acknowledgement ............................................................................................. 15 Timescales .......................................................................................................................................... 15 2. Investigation ................................................................................................................................. 16 Timescales .......................................................................................................................................... 16 Looking into a complaint in more detail ......................................................................................... 16 3. Providing an outcome ................................................................................................................. 17 Timescales .......................................................................................................................................... 17 What are the possible outcomes to a data protection complaint? ............................................. 17 4. Escalation ...................................................................................................................................... 18 5. The stages of a data protection complaint .............................................................................. 18 Part 4: Product Set .................................................................................................................................... 19 ..................................................................................................................................................................... 20 Page 125 of 408
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Data Protection Complaints Policy 4 1. Introduction North Lanarkshire Council (‘the Council’) is committed to ensuring compliance with data protection legislation. In accordance with this commitment, the Council will ensure that data protection complaints are managed in line with its statutory obligations, and are handled in a manner that is accessible, fair, transparent, and timely. Our decisions will be communicated clearly, and we will keep you informed throughout. We value complaints as opportunity to learn and improve, helping to prevent similar issues in the future. 2. Purpose The purpose of this policy is to establish the Council’s governance framework for the management of data protection complaints. It ensures that such complaints are handled in accordance with the Council’s statutory obligations and in a manner that is accessible, fair, transparent, and timely. This policy also clearly defines what constitutes a data protection complaint, sets out the procedure for managing complaints and sets out what complainants can expect throughout the process. 3. Scope This policy is applicable to data protection complaints, as defined in Part 2 of this policy. Such complaints may be made by individuals, or third parties authorised to act on their behalf. Complaints which are not data protection complaints fall outwith the scope of this policy and must be handled in accordance with the Council’s Complaints Handling Procedure Internal Guidance. This policy applies to all employees, workers, elected members, clients, suppliers, third party contractors and any other individuals or organisations who access Council information. Page 126 of 408
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Data Protection Complaints Policy 5 Part 1: Governance 1. Policy Governance This policy forms part of a suite of documents that are covered by the Digital and IT Strategy. The Data Governance Board has approval authority for and oversight of this policy. The Data Management and Compliance Group – as key stakeholders – oversee its review and consider its contents before referring it on for approval. The Legal Manager (Governance and Information) acts as the Council's Data Protection Officer (DPO) in accordance with Article 37 UK GDPR. The Principal Solicitor (Information Governance) acts as the Council's Depute Data Protection Officer and supports the DPO in the discharge of statutory responsibilities. The Data Protection Officer has operational independence in the assessment and determination of data protection complaints. The Chief Officer (Legal, Democratic and Strategy) – as the Council’s Senior Information Risk Owner – is accountable for its governance. The Data Protection team is responsible for the following activities: 1. Produce, publish, and promote this policy. 2. Give guidance on how to apply and comply with this policy through standards, procedures, and guidance notes – see product set for list and links. 3. Review every two years, with other reviews when needed. For example, following a critical security incident, new legislation, a significant threat, an audit action; and 4. Report to management teams, governance and working groups, committees, and scrutiny panels. 2. Policy Objectives The objectives of this policy are to: • Provide a framework for the management of data protection complaints, ensuring that such complaints are handled in accordance with the Council’s statutory obligations and in a manner that is accessible, fair, transparent, and timely. • Ensure a consistent corporate approach to the management of data protection complaints. • Define roles and responsibilities for the management of data protection complaints. • Defines what constitutes a data protection complaint. • Sets out the procedure for managing such complaints. • Outline what complainants can expect throughout the process. • Explain the escalation routes available for data protection complaints. Page 127 of 408
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Data Protection Complaints Policy 6 3. Policy Principles The Council is committed to ensuring that data protection complaints are handled in the manner which is: • Accessible: Individuals will be provided with clear and flexible options for raising complaints, with accessible channels available for submitting complaints. All individuals have the right to equal access to our data protection complaints procedure. • Fair: Complaints will be investigated in a proportionate and impartial manner, taking into account the circumstances of each complaint. The Council will apply a consistent approach to complaint handling and ensure that concerns are addressed in a timely fashion. • Transparent: We will clearly explain to individuals that they can complain when we first collect their personal information. Information on how to submit a complaint will be readily available, including on the Council’s website and presented in clear, plain language. Complainants will be kept informed about the progress of their complaints and outcomes will include clear explanations of how decisions have been reached. • Timely: The Council will take appropriate steps to acknowledge, investigate, and respond without undue delay and in line with its obligations under data protection laws. Complainants will be kept informed of progress throughout. 4. Roles and responsibilities The Data Protection Officer (DPO) The Council’s Data Protection Officer (DPO) is responsible for: - • Co-ordinating how the Council handles data protection complaints in line with its legal obligations under data protection laws • Overseeing the handling of complaints by the Council’s Information Governance Team • Ensuring the Information Governance Team are trained sufficiently to handle data protection complaints. • Ensuring the Data Protection Complaints Procedure is embedded into Council’s Procedures • Ensuring all staff understand the Data Protection Complaints Handling Procedure and their responsibilities under this policy. • Signing off complaint responses • Monitoring all complaints to identify trends and systematic issues • Act as the point of contact for any data protection complaints escalated to the Information Commissioner’s Office Page 128 of 408
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Data Protection Complaints Policy 7 The Information Governance Team The members of the Council’s Information Governance team are responsible for: • Handling data protection complaints in with the Council’s obligations under data protection laws. • Facilitating lessons learned from complaints. • Providing advice and guidance to services in relation to agreed improvements or learning points • Analysing and reporting on complaints data including any wider issues or trends • Ensuring that appropriate complaints handling records are maintained in line with the Council’s Retention Schedules Senior Management Senior Management are responsible for: • Ensuring staff understand the Data Protection Complaints Handling Procedure including how to recognise a data protection complaint and who they refer a complaint to upon receipt. • Ensure staff within their service area fully co-operate the Information Governance Team with their investigations and provide all relevant supporting information in a timely manner. • Ensuring they maintain an overview of their service’s performance in data protection complaints handling within their service to learn lessons, implement appropriate improvement actions and take necessary steps to prevent future complaints. • Implementing and monitoring agreed improvement actions arising from complaints investigations. • Ensuring recommendations are incorporated into service planning, staff training and operational procedures where appropriate. • Maintaining overall responsibility for the management and governance of data protection complaints within their service. All staff All staff are responsible for: - • Understanding the Data Protection Complaints Handling Procedure • Recognising a data protection complaint and referring it immediately upon receipt to the Information Governance Team by email to: dataprotection@northlan.gov.uk • Supporting the Information Governance Team with their enquiries • Provide all relevant supporting information to the Information Governance Team within required timescales. Page 129 of 408
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Data Protection Complaints Policy 8 5. How we learn from data protection complaints The Council is committed to learning from data protection complaints to improve practices and reduce the likelihood of recurrence. By recording and analysing complaints data, we aim to identify if there is anything the Council can learn from or improve on to prevent future complaints. At a minimum, the Council will: • Identify the root cause of the complaint. • Assess whether there are any wider or systemic issues. • Take preventative action to reduce the risk of recurrence. • Identify any learning and development requirements. • Implement improvements where required. • Identify any trends. Complaint information will be reviewed regularly to ensure that any trends or wider systemic issues which may not be obvious from individual complaints are quickly identified and addressed. Learning may be identified from individual complaints (regardless of whether the complaint is upheld or not) and from analysis of complaints data. Where we have identified areas to improve or additional learning requirements, these will be assigned to an appropriate Council Officer with agreed timescales for implementation. Learning points are shared with relevant staff and senior management teams. The Information Governance Team will maintain an action tracker recording recommendations, improvement actions, responsible officers and implementation timescales. Significant themes, trends and lessons learned will be reported periodically to the Data Governance Board and relevant management teams. Data protection complaints will contribute to the Council's wider organisational learning and continuous improvement arrangements. We have a process for the internal reporting of complaints information, including the analysis of data protection complaints. Regular reporting the analysis of complaints information helps to identify any areas which we can improve to prevent future data protection complaints. Senior management teams will review data protection complaints information on a quarterly basis. At a corporate level, we publish information on our performance in terms of complaints handling, ensuring transparency in our complaints handling service and to show individuals that we value complaints. Complaints data may also be shared with regulators including the Information Commissioner’s Office, where necessary, for the purposes of handling complaints, a concern or complaint arising from it or to implement outcomes from it. This may include personal data where appropriate and lawful. Page 130 of 408
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Data Protection Complaints Policy 9 6. Record keeping It is important to record appropriate information to enable the Council to fully investigate and respond to complaints, and to demonstrate compliance with its obligations under data protection legislation. The Council uses its complaint management system to records the end-to-end handling of the complaint for accountability purposes. This system also provides an effective mechanism for monitoring timescales, identifying themes and trends as well as highlighting areas for improvement. It also supports the consistent handing of complaints across the organisation. Personal data relating to data protection complaints will not be retained for longer than is necessary and will be managed in accordance with the Council’s Retention Schedule. Page 131 of 408
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Data Protection Complaints Policy 10 Part 2: Understanding a data protection complaint 1. What is a data protection complaint? North Lanarkshire Council’s definition of a data protection complaint is an expression of dissatisfaction about the Council’s handling of personal data. An individual may raise a complaint where they believe the Council has infringed data protection legislation because of the way it has handled their personal data or the personal data of an individual on whose behalf they are acting. Concerns can be raised through the Council’s Data Protection Complaints Procedure. This enables us to investigate concerns fully and inform individuals of the outcome of their complaint. A data protection complaint may include, but is not limited to: • Using your personal data without a lawful basis • Dissatisfaction with how the Council has handled a subject access request or another data rights request. • A concern about the security measures used to store your personal data • A concern about how the Council keeps personal data secure. • Concerns about how personal data has been collected, used, or shared. • Dissatisfaction that the Council are holding personal data for longer than necessary. Some issues cannot deal with through our Data Protection Complaints Procedure. If the concern falls into one of these areas, we will let the individual know and where possible, guide them to the correct process to help resolve it. These include: • Making a request for a service for the first time • Asking for a copy of your personal data • Requests made under the Freedom of Information (Scotland) Act 2002 or the Environmental Information (Scotland) Regulations 2004 • Requests for compensation from the Council • Complaints about the Council’s actions (or lack of action) or the standard of service you have received. Information on how to raise these can be found in the Council’s complaint handling procedure on our website. Where it is established that a personal data breach has occurred, this should be handled in in line with the Council’s Data Protection Breach and Incident Management Protocol. A data protection complaint and a personal data breach may arise from the same circumstances. Where this occurs, the Council may investigate the complaint and any associated personal data breach in parallel. Any breach will be assessed and managed in accordance with the Council's Data Protection Breach and Incident Management Protocol, including consideration of notification requirements to the Information Commissioner's Office and affected individuals. Page 132 of 408
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Data Protection Complaints Policy 11 2. Supporting individuals All individuals have the right to equal access to our data protection complaints procedure. It is important to recognise that some people may face barriers when making a complaint. These barriers may be physical, sensory, communication or language-related, but can also include anxieties and concerns. In some cases, individuals may require support to overcome these barriers. Our Equality Strategy addresses these issues. We have legal duties to make our data protection complaints procedure accessible under equalities and mental health legislation. We meet our legal duties in a number of ways, including: • proactively identifying whether individuals who contact us require additional support to access our services. • providing interpretation and translation services for British Sign Language users; and • helping customers access independent advocacy (the Scottish Independent Advocacy Alliance website has information about local advocacy organisations throughout Scotland). 3. Complaints involving children Children have the same rights over their personal data as adults. However, children merit specific protection as they may be less aware of the risks and consequences of the processing; and their rights when you process their personal information. The Council will assess a child’s competence to understand and exercise their rights in accordance with guidance published by the Information Commissioner’s Office. When a child under the age of 18 makes a complaint, or an adult does so on their behalf, the Council will handle the complaint in a manner that respects and promotes children’s rights, in line with the United Nations Convention on the Rights of the Child (UNCRC). Our Data Protection Complaints Procedure is designed to be accessible and inclusive for children and young people. The Council’s dedicated Child Friendly Complaints Guidance supplements the Council’s standard Data Protection Complaints Handling Procedure by providing a clear mechanism to help children make complaints and to ensure that staff manage handle their complaints appropriately. We will take swift action in line with existing Council procedures where children provide information indicating there is an ongoing safeguarding issue. 4. Trauma-informed approach Our Data Protection Complaints Procedure reflects the Council's commitment to embedding the trauma-informed principles of Trust, Safety, Choice, Collaboration and Empowerment in all aspects of our work, including how we respond to data protection complaints. Recognising that complaints can be stressful, we aim to ensure that individuals are treated with courtesy, respect, and fairness at all times. Page 133 of 408
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Data Protection Complaints Policy 12 Staff involved in complaints handling are encouraged to: • Trust: Communicate clearly, consistently, and honestly throughout the process. • Safety: Create an environment where individuals feel emotionally and psychologically safe to share their concerns. • Choice: Offer options where possible, including how and when people engage with the process. • Collaboration: Work with complainants to understand their perspective and their concerns. • Empowerment: Recognise strengths, validate concerns, support individuals to feel heard and respected. 5. Expected behaviours All data protection complaints are handled fairly, promptly and with care. We will treat your complaint in a confidential and sensitive manner. We expect all staff to behave in a professional manner and treat customers with courtesy, respect, and dignity. We believe individuals have the right to be heard, understood, and treated with respect, and we are committed to being open and accessible to everyone. We also ask individuals bringing a data protection complaint to treat our staff with respect. In rare cases, if someone’s behaviour comes unreasonable, for example if it abusive or misuses the process, we may need to take steps to protect our staff and ensure we can continue to provide our services effectively. These situations are managed in line with our Managing Unreasonable Customer Demands Policy. 6. How complaints may be made Where possible, individuals are encouraged to use the Council’s online complaint form as it captures the information required to enable us to consider and investigate the complaint effectively. However, we recognise the importance of accessibility and will accept data protection through a range of alternative channels. Complaints can also be submitted by the following channels: • Online via our online form: Make a complaint | North Lanarkshire Council • In writing: The Information Governance Team, Council HQ, Civic Centre, Windmillhill Street, Motherwell ML1 1AB • Email: dataprotection@northlan.gov.uk • In person: Council HQ Civic Centre, Windmill hill Street, Motherwell ML1 1AB Where a complaint is received through social media or another Council-managed digital channel (such as the Council’s official Facebook page), the individual will be asked to progress their complaint through an alternative contact channel. This is to that personal data can be handled securely and that appropriate records can be maintained. Page 134 of 408
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Data Protection Complaints Policy 13 Where individuals choose to submit their complaint through one of the other accessible channels, we ask that they provide as much relevant information to enable us to fully consider their complaint. This should include: • Full name and address • Details of the complaint • The harm or impact experienced • The service area and where known, the Council Officers involved • Details of any previous contact with the Council regarding their complaint • What outcome they are seeking or how they would like the matter to be resolved • Their preferred method of contact for a response. We may need to request additional information from the individual or their representative before we can consider the complaint. This may include clarification of the issues raised in their complaint, proof of identity or the authority of a representative acting on their behalf. We will only request additional information where it is necessary and will do so as early as possible and at the earliest opportunity to avoid unnecessary delays. Where proof of identity is required, a copy or clear photo of a driving licence and passport are acceptable. 7. Complaints by a third party If an individual is unable, or reluctant, to make a complaint on their own, we will accept complaints from third parties which may include friends, relatives, advocates, and advisers. Where a complaint is made on behalf of an individual, we must ensure that the individual has authorised the person to act on their behalf. The provision of a signed mandate authorising the third party to act in relation to the complaint or a satisfactory Power of Attorney or Guardianship Order will normally be sufficient for us to proceed to investigate the complaint. We will not begin investigating the complaint until we are satisfied that the representative is properly authorised to act on behalf of the individual in relation to the complaint. 8. Anonymous complaints We value all complaints including anonymous complaints and will take reasonable steps to consider them further wherever this is possible. Anonymous complaints will generally be considered where there is sufficient information in the complaints to enable us to make further enquiries. Any decision to pursue an anonymous complaint must be authorised by the Data Protection Officer. Where an anonymous complaint is taken further, we will record it as an anonymous complaint, together with any learning from the complaint and action taken. Page 135 of 408
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Data Protection Complaints Policy 14 9. Complaints to or about contractors Where a complaint relates to the processing of personal data by one of our contractors, the contractor will be required to provide all relevant information without undue delay and in accordance with the terms agreed with them. Where such a contractor receives a complaint about the processing of personal data whether by them or us, the contractor must forward the complaint to the Council without undue delay. This ensures that the complaint will be handled in line with the Council’s data protection obligations and in accordance with our Data Protection Complaints Procedure. Contract managers must ensure that any complaints relating to processing undertaken by processors acting on behalf of the Council are notified immediately to the Information Governance Team and managed in accordance with this policy. Where a complaint relates to joint arrangements with partner organisations, separate complaint handling procedures may be agreed as part of those arrangements. Employees handling such complaints will be given appropriate training and resources to ensure these are managed effectively. 10. Time limit for making complaints An individual must raise their complaint within six months of the event they want to complaint about or finding out that they have a reason to complain but no longer than 12 months after the event itself. If we decide not to accept a complaint, we will explain why and remind you of your right to complain to the Information Commissioner’s Office. In exceptional circumstances, the Data Protection Officer may consider it appropriate accept a complaint after the time limit. Page 136 of 408
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Data Protection Complaints Policy 15 Part 3: Data protection complaints handling procedure 1. Validation and Acknowledgement Complaints received will be reviewed upon receipt by the Council’s Information Governance Team to confirm that they fall within the scope of a data protection complaint and to determine whether further information is required to progress the complaint. Where a concern cannot be addressed through the Data Protection Complaints Procedure, the Council will advise the individual promptly and where possible, direct them to the correct process to help resolve it. Timescales We may contact a complainant if we need more information e.g. to understand their concern, to prove their identity or confirm a representative’s authority. If we require to do so, we aim to request this within 2 working days from receipt of the complaint. Under data protection legislation, the Council is required to acknowledge a data protection complaint within 30 days of receipt. However, we aim to do issue an acknowledgement promptly and within 5 working days. Our acknowledgement will set out the following: • The Council’s understanding of the concerns and the outcome sought. • Confirmation that a full response will normally be provided within 30 days after we have received all the information we need to from the complainant. • An explanation that, in certain circumstances (e.g. if the concern is complex, of a sensitive nature or relates to multiple data protection issues), additional time may be required. We will also explain that if this happens, the complainant will be informed if any delay within the initial 30 day period. • Confirmation that the individual will be kept informed throughout. Whilst an acknowledgement can be issued in different ways, in practice, we will normally acknowledge the complaint in the format received unless: • Where a complaint is made verbally, the acknowledgement will be provided in writing. • Where a complaint is received through social media or another Council-managed digital channel (such as the Council’s official Facebook page), a more secure communication method will be used to issue the acknowledgement. Page 137 of 408
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Data Protection Complaints Policy 16 2. Investigation The Council will take reasonable and proportionate steps necessary to investigate each complaint fairly and in a timely manner, taking into account the specific circumstances of each complaint. As part of the investigation, all relevant information will be collated and considered including: • Reviewing all the relevant facts thoroughly, fairly, and accurately. • Consulting with appropriate Council Officers. • Comparing the information provided in the complaint with the information held by the Council; and • Assessing compliance with data protection legislation as well as the Council’s policies and standards. Timescales We will make enquiries into the complaint without an unjustifiable or excessive delay. The Council’s duty to investigate begins upon receipt of the complaint. Looking into a complaint in more detail In some situations, we may need more time to fully investigate the complaint, for example if the issue is complex, of a sensitive nature or relates to multiple data protection issues. All the relevant circumstances will be considered to decide whether a more detailed investigation is needed. As part of this, we may consider factors such as: • Whether the data protection issue has caused, or is it likely to cause, a high level of harm to anyone. • Whether the data protection issue significantly affected anyone, including people who need extra support to protect themselves, or is it likely to do so. • Whether the issue has had, or is likely to have a significant adverse impact on a substantial number of people. • Whether we already know about the issue • If the Council has already taken steps to respond to the complaint These factors may impact the time it takes to investigate the complaint. This is not a complete list. We may take other factors into account depending on the circumstances and we review these criteria regularly. We will keep individuals informed of the progress throughout, including expected timescales and will let you know if there are any delays. Page 138 of 408
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Data Protection Complaints Policy 17 3. Providing an outcome Once our review is complete, the Information Governance Team will communicate the outcome of the complaint to the complainant. Timescales The Council aims to provide an outcome within 30 days of receiving all the necessary information from the complainant or within a shorter timescale if our investigations are complete. In some situations, we may need more time to fully investigate the complaint, for example if the issue is complex, of a sensitive nature or relates to multiple data protection issues. If this happens, we will explain why to the complainant within the initial 30 days, explaining the reason for the delay. The Council will continue to keep the complainant informed throughout including providing assurance that we are working to resolve the issue and keep the complainant up to date with anticipated timeframes. We will also ensure that have a point of contact for any questions. What are the possible outcomes to a data protection complaint? The response to the complaint should be in writing, must be signed off by the Data Protection Officer and should provide the following: • An explanation of our findings • The outcome of the complaint (whether it is resolved, upheld, partially upheld, or not upheld). • A full explanation of the steps taken to resolve the complaint. • Where appropriate, any actions we have taken or proposed as a result. • Where no action is taken, the reasons for that decision. • If our enquiries determine that the Council has complied with data protection law, we will explain this in detail. • Information to help the complainant understand how we have reached our conclusion. • How to seek an internal review and how to escalate to the ICO. The outcome of the data protection complaint will depend on the findings of the investigation and will be clearly explained in the complaint response. We will explain our findings and tell the complainant the outcome of the complaint (whether it is resolved, upheld, partially upheld, or not upheld). As a result of our investigation, possible actions include: • An apology – We may issue an apology if our review finds that something has gone wrong. • Remedial action - We may require the relevant Council service to take actions to put things right. For example, this could include correcting inaccurate personal data. • Reporting or Notification – In some cases, we may report the issue to the Information Commissioner’s Office (ICO). We may also need to notify affected individuals if there has been a breach which is likely to result in a high risk to their rights and freedoms. Page 139 of 408
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Data Protection Complaints Policy 18 • Lessons learned and improvements - We may recommend improvements as to how the Council handles personal data. For example, we may decide to review policies or procedures, guidance, or standards. We may also recommend additional training. • No further action – If our investigation finds that the Council has complied with data protection law, we will explain this. Based on the available information, we may conclude that no further action is required. • Record keeping - We will record the complaint on our internal complaints register. Where relevant, we may also require logging a personal data breach, incident, or near miss on our internal breach register. We will keep a record of our handling of the complaint. Please note that if any disciplinary action was taken against the Council Officer responsible for a data protection compliance issue, then this information is third party personal data and would not be disclosed to the complainant. 4. Escalation If an individual is dissatisfied with the outcome of their complaint or with how it has been handled, they may request an internal review. This provides the Council with an opportunity to revisit the concerns and address any outstanding issues. The review will be conducted by a person of an equivalent or higher grade within the Information Governance Team who has had no previous involvement in the data protection complaint. The review will consider both the complaint outcome and the adequacy of the investigation undertaken. We aim to provide a response to their review within 30 days. The review may uphold the original decision or substitute new findings, in whole or in part. Where a complaint is upheld, the Data Protection Officer will ensure that all necessary actions are taken. Once a review has been completed, the Council’s Data Protection Complaints Procedure will be deemed exhausted. At any stage, the complainant has the right to complain to the ICO. They can find more information on how to do this on the ICO website: Make a complaint about how an organisation has used your personal information | ICO. They also have the right to seek a remedy through the courts, irrespective of whether they have lodged a complaint with the Council using our Data Protection Complaints Procedure. 5. The stages of a data protection complaint Appendix One shows the various stages of a data protection complaint. Page 140 of 408
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Data Protection Complaints Policy 19 Part 4: Product Set The table below lists documents in the Data Protection Policy product set and other related products. This may include links to other file types, websites, and IT systems. Those listed under policies, procedures and guidance are the responsibility of the Information Governance Team. Those listed under related products are the responsibility of other services. Product type Product Procedures • Data Protection Complaints Procedure • Data Breach Notification Form • Data Protection Breach and Incident Management Protocol • Data Protection Impact Assessment Template • Data protection procedures and guidance • Register of Data Sharing Agreements Guidance • Data Protection Complaints – Staff Toolkit • DPIA and Lawful Bases • SAR Guidance Related products • How to make a complaint version 2.1– customer guidance • Corporate Complaints Handling Procedure Internal Guidance • Customer Complaints Policy – Managing Unreasonable Customer Demands • Corporate Complaints Handling – Staff Toolkit • Acceptable Use of IT Policy • Digital and IT Strategy • Discipline Policy • Information Asset Register • Information Security Policy • Records and Information Management Policy • Records Retention Schedule • Risk Management Strategy • Privacy notice Legislation, regulations, and government guidance • UK GDPR • Data Protection Act 2018 • Data (Use and Access) Act 2025 • ICO guidance to organisations on the UK GDPR • ICO guidance on how to deal with data protection complaints • Can an individual make a request on behalf of someone else? (In ICO Right of access guidance) • ICO Guidance – What rights to children have? • ICO Data Sharing Code of Practice Page 141 of 408
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Data Protection Complaints Policy 20 We will keep you up to date throughout the progress of your complaint Appendix 1: The stages of a data protection complaint Acknowledge We aim to acknowledge your complaint within 7 days from receipt of all required information. You may be asked for additional information to progress your complaint Investigate We will gather all information relevant to your complaint. We will make all appropriate enquiries into your complaint in a timely manner. Outcome Provide an outcome without undue delay We aim to issue an outcome within 30 days of receipt of required information. Depending on the nature of your complaint, additional time may be needed Review Opportunity to request a review if you are not satisfied with your outcome. Lessons learned from the complaint. Page 142 of 408
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Data Protection Complaints Policy 21 Appendix 2: Glossary of terms Term Description The Act Data Protection Act 2018 All Users All parties who have access to Council information including employees, elected members and third-party contractors and any other individuals or organisations who access Council information. Council Informat ion Council information includes data, records, paper, and digital formats. Controller The people or organisations who determine the purposes for which, and the manner in which, any personal data is processed. They have a responsibility to establish practices and policies in line with the data protection laws. The Council is the controller of all personal data used in its business. Data Protection L aws The UK GDPR and the Act DPO Data Protection Officer DWP Department of Work and Pensions The UK GDPR UK General Data Protection Regulation HMRC Her Majesty's Revenue & Customs ICO Office of the Information Commissioner Personal Data Any information relating to an identified or identifiable natural person (‘data subject’); an identifiable natural person is one who can be identified, directly or indirectly, in particular by reference to an identifier such as a name, an identification number, location data, an online identifier or to one or more factors specific to the physical, physiological, genetic, mental, economic, cultural or social identity of that natural person. Special Category Person al Data Special categories of personal data means personal data revealing racial or ethnic origin, political opinions, religious or philosophical beliefs, or trade union membership, and the processing of genetic data, biometric data for the purpose of uniquely identifying a natural person, data concerning health or data concerning a natural person’s sex life or sexual orientation. Processing Any operation or set of operations which is performed on personal data or on sets of personal data, whether or not by automated means, such as collection, recording, organisation, structuring, storage, adaptation or alteration, retrieval, consultation, use, disclosure by transmission, Page 143 of 408
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Data Protection Complaints Policy 22 dissemination or otherwise making available, alignment or combination, restriction, erasure or destruction. Processor Any person who processes personal data on behalf of a controller such as the Council. Council employees are excluded from this definition, but it could include suppliers which handle personal data on behalf of the Council, for example where the Council outsources IT, payroll, p aper waste disposal, and mail shot / marketing services. SIRO Senior Information Risk Owner. Page 144 of 408
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North Lanarkshire Council Report Finance and Resources Committee Does this report require to be approved? ☐ Yes ☒ No Ref FE/CC Date 02/09/26 Annual Data Protection Compliance and Activity Report for Financial Year 2025/2026 From Fiona Ekinli, Data Protection Officer and Legal Manager (Governance and Information) E-mail EkinliF@northlan.gov.uk Executive Summary This report provides a strategic and evidence-based assessment of North Lanarkshire Council’s compliance with its statutory data protection and information governance obligations for the financial year 2025/2026. It evaluates performance across key areas including personal data breaches, regulatory engagement with the Information Commissioner’s Office (ICO), Subject Access Request (SAR) compliance, Schedule 2 requests, staff training and awareness, and the effectiveness of governance and assurance arrangements. The report fulfils its statutory reporting requirements for the Data Protection Officer (DPO) and provides assurance on the Council’s overall compliance position highlighting areas of good practice alongside those requiring further improvement. In addition, the report considers emerging legislative, technological, and organisational developments expected to influence the Council’s information governance framework over the next three to five years. This forward-looking perspective supports proactive risk management, informed decision-making, and continuous improvement, ensuring the Council remains well-positioned to respond to regulatory change, enhance service delivery, and maintain public trust. Recommendations It is recommended that Finance and Resources Committee: - (1) Recognise the Council’s data protection and information governance performance for 2025/2026, including progress achieved and areas identified for further development; (2) Acknowledge the statutory roles, responsibilities, and assurance provided by the Senior Information Risk Owner (SIRO) and the Data Protection Officer (DPO); (3) Acknowledges the ongoing and planned improvement actions, including: - • Strengthening breach reporting and incident response processes; • Maintaining a consistent focus on mandatory training and staff awareness across all services; Item 8 Page 145 of 408
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1. Background 1.1. As a public authority and data controller, North Lanarkshire Council operates within a comprehensive statutory framework governing the processing of personal data. Effective data protection and information governance are fundamental to safeguarding individuals’ rights, maintaining public trust, and ensuring compliance with legal obligations under the Data Protection Act 2018 and the UK General Data Protection Regulation (UK GDPR). These frameworks place a strong emphasis on accountability, requiring the Council not only to comply with the legislation but also to demonstrate that compliance through robust governance arrangements, clear documentation, and effective assurance mechanisms. 1.2. Regulatory expectations, particularly those set out by the Information Commissioner’s Office (ICO), increasingly require demonstrable leadership accountability, evidence-based decision-making, and a commitment to continuous improvement. This report has been prepared within that context and provides an integrated assessment of performance, risk, and assurance across the Council’s information governance framework. 1.3. During 2025/2026, the Council continued to strengthen its arrangements across the following core areas: - • Management and reporting of personal data breaches; • Engagement with the ICO and regulatory compliance; • Delivery of mandatory and targeted staff training and awareness; • Compliance with individuals’ information rights, with a particular focus on SAR performance; and • Enhancing policies, guidance, and internal awareness communications; • Delivering targeted support within higher-risk service areas; and • Improving monitoring, reporting, and senior oversight of SAR performance. (4) Acknowledges further planned improvements to information governance processes, including: - • Refinement of performance indicators; • Enhancement of Schedule 2 request handling arrangements; • Strengthening of Data Protection Impact Assessments (DPIAs) and Data Sharing Agreements (DSAs); • Expanded provision of targeted training and updated guidance; and • Continued support for services to ensure sustained compliance. (5) Recognise that continuous improvement in information governance remains a corporate priority and is embedded within service planning, digital transformation, and corporate risk management frameworks. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Page 146 of 408
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• Enhancement of governance, assurance, and accountability arrangements. 1.4. A sustained strategic focus has been placed on anticipating emerging risks, embedding a culture of accountability, and ensuring that operational practices remain proactive, consistent, and resilient. The Council has also progressed the implementation of appropriate technological solutions, including enhanced SAR tracking systems and secure communication platforms, to improve efficiency, strengthen oversight, and reduce the risk of human error. 2. Report 2.1. Robust governance arrangements are in place to provide strategic leadership, operational oversight, and assurance in relation to information governance and data protection compliance. These include: - 2.1.1 The Senior Information Risk Owner (SIRO) provides strategic leadership for information governance and risk management across the Council, ensuring that information risks are appropriately identified, assessed, and managed in line with the Council’s risk appetite and statutory duties. During 2025/2026, this role was undertaken by the Chief Officer (Legal, Democratic and Strategy). 2.1.2 The Data Protection Officer (DPO) is responsible for overseeing compliance with data protection legislation, including the UK GDPR and Data Protection Act 2018. The DPO provides independent advice, monitors compliance, supports Data Protection Impact Assessments (DPIAs), and acts as the primary contact for the ICO. During 2025/2026, this role was undertaken by the Legal Manager (Governance and Information). 2.1.3 The Data Governance Board’s (DGB) purpose is to maintain strategic oversight and implementation of the Council’s approach to data governance and to secure relevant assurances that effective arrangements are in place for the safe and secure collection, storage, use, and sharing of data. This includes safeguarding personal data and promoting data quality in accordance with legislative, regulatory, and corporate governance requirements. The Data Governance Board is responsible for developing and overseeing the implementation of data strategies, policies, procedures, and standards; directing continuous improvement in data governance and compliance; overseeing the work and progress of the Data Management and Compliance Group; and ensuring appropriate monitoring and assurance arrangements are in place across the Council and its arm’s length external organisations. 2.1.4 The Data Management and Compliance Group (DMCG) acts as the operational arm supporting the work of the Data Governance Board, providing day-to-day implementation and compliance monitoring. The Group is responsible for supporting the Board in the development and communication of data governance strategies, policies, procedures, and standards, implementing actions assigned by the Data Governance Board, supporting compliance monitoring and the provision of operational advice to Council Services; and providing feedback and updates to the Data Governance Board as part of a two- way governance framework. 2.1.5 The Information Governance Team, within Legal, Democratic and Strategy Services, provides specialist legal and advisory support across the full range of information governance legislation. Through a combination of strategic engagement, operational monitoring, and service-level support, the Council Page 147 of 408
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ensures that information governance is embedded as a core component of service delivery and corporate governance. Personal Data Breaches 2.2 A personal data breach is defined under UK GDPR as a security incident leading to the accidental or unlawful destruction, loss, alteration, unauthorised disclosure of, or access to, personal data. This definition also includes incidents where personal data becomes temporarily or permanently unavailable, where such unavailability is likely to adversely affect individuals. 2.3 Where a breach occurs, the Council must assess the likelihood and severity of any risk to individuals’ rights and freedoms. Where a risk is identified, the Council is required to notify the Information Commissioner’s Office (ICO) without undue delay and, where feasible, within 72 hours of becoming aware of the breach. Where the threshold for reporting is not met, the Council must document the decision-making process and rationale in line with the accountability principle under UK GDPR. 2.4 Where a breach is assessed as likely to result in a high risk to the rights and freedoms of affected individuals, UK GDPR requires the Council to notify those individuals directly and without undue delay. This assessment considers both the potential severity of impact and the likelihood of harm materialising. Timely notification enables individuals to take appropriate steps to protect themselves and mitigate potential adverse consequences. 2.5 During the financial year 2025/2026, the Council recorded 142 personal data breaches, compared to 102 personal data breaches in 2024/2025 and 152 personal data breaches in 2023/2024. This represents: - A 39% increase compared to 2024/2025; and → A return to levels broadly consistent with 2023/2024. 2.6 The reduction observed in 2024/2025 is therefore considered an anomaly rather than a sustained trend. While the increase in 2025/2026 requires continued scrutiny, it should be considered alongside improved awareness and reporting culture across services, which can contribute to higher reporting rates. 2.7 Of the 142 breaches recorded in 2025/2026, 6 were reported to the ICO, which is the same as the 6 breaches reported to the ICO in 2024/2025 and a reduction from the 10 reported to the ICO in 2023/2024, indicating that the majority of incidents continue to be assessed as low risk and managed appropriately without external notification. 2.8 Table 1 provides a breakdown of personal data breaches, near misses, and reporting performance across services. See also Charts 1 to 5 below. Table 1: Performance summary Service (#) Totals Adult Health and Social Care Chief Executive’s Office Education and Families Enterprise and Communities 142 breaches 26 29 67 20 5 near misses 0 1 1 3 6 incidents 0 4 1 1 Page 148 of 408
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Service (#) Totals Adult Health and Social Care Chief Executive’s Office Education and Families Enterprise and Communities 6 reported to ICO 2 1 2 1 4 reported to ICO within 72 hours 1 1 2 0 96 reported to Legal within 24 hours 19 20 44 13 Chart 1 2.9 Near Misses remain low in volume (5 recorded incidents), which may indicate strong preventative controls. Continued emphasis on capturing near misses is important to support early intervention and learning. 2.10 Timeliness of Reporting remains a key control in ensuring effective incident management and regulatory compliance. 2.11 24-hour internal reporting target – 96 out of 142 breaches (68%) were reported to the Information Governance Team within 24 hours, compared to 70% in 2024/2025. 2.12 72-hour statutory deadline for reporting to the ICO – Of the 6 reportable breaches, 4 (67%) were notified within statutory timescales, an improvement from 50% in 2024/2025. 2.13 While this demonstrates progress in statutory compliance, overall timeliness has marginally declined against the Council’s internal reporting target and remains an area for improvement. Chart 2 Chart 3 Page 149 of 408
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2.14 In the two cases where statutory timescales were not met: - • Delays arose due to ongoing fact-finding to confirm whether a breach had occurred; and • A parallel disciplinary investigation delayed escalation. 2.15 In both instances, initial skeletal notifications should have been submitted to the ICO, in accordance with best practice. This has been reinforced through feedback and learning issued by the Information Governance Team. 2.16 The reasons identified by services for delayed reporting include: - • Staff absence and annual leave; • School and public holiday periods; • Delays in recognising or confirming incidents; • Incidents occurring out with core working hours; • Increased workload pressures; and • Lack of familiarity with reporting processes. 2.17 These factors highlight the need for greater operational resilience and clarity of escalation routes. Staff should escalate suspected breaches to alternative managers or directly to the Information Governance Team where necessary, rather than awaiting availability of line management. 2.18 Reportable Data Breaches - No enforcement action was taken by the ICO in respect of the six personal data breaches reported during the period 2025/2026. However, following the conclusion of the ICO’s revised regulatory approach in June 2024, there is an increased likelihood of formal enforcement action, including financial penalties. Accordingly, it remains essential that there is continued improvement in reporting timeliness, risk assessment and preventative controls. 2.19 Learning from breaches is systematically captured and shared through service-level feedback and corporate governance forums, including the Data Management and Compliance Group, to support continuous improvement. 2.20 While the Council continues to demonstrate appropriate management of personal data breaches overall, the 2025/2026 position highlights improved statutory compliance in ICO reporting, a stable proportion of low-risk incidents and ongoing challenges in internal reporting timeliness and repeat human-error breaches. 2.21 Non-Reportable Personal Data Breaches –The remaining 136 breaches (96%) did not meet the ICO reporting threshold. These were assessed as low risk due to factors such as: - • Disclosure to trusted recipients subject to confidentiality obligations; • Successful recall, retrieval, or deletion of information; • Limited volume or sensitivity of personal data; or • Prompt corrective action mitigating potential harm. 2.22 This reflects appropriate application of risk-based decision-making; however, it remains essential that assessments are consistently documented and subject to quality assurance. Page 150 of 408
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Table 2: Non reportable personal data breaches Chart 4 2.23 Causes of data breaches analysis confirms that the primary cause of breaches is human error, particularly: - • Misdirected emails and correspondence; • Incorrect or unintended attachments; • Use of pre-populated email addresses; • Errors in addressing or drafting communications; and • Failures to follow established processes. 2.24 While largely low risk in isolation, the frequency and repeat nature of these incidents represents a systemic risk that requires sustained mitigation. Service (#) Non report reasons Adult Health and Social Care Chief Executive’s Office Education and Families Enterprise and Communities 53 Trusted third party (bound by confidentiality terms e.g. existing employee, Solicitor is the recipient) Includes recall, deletion or retrieved. 4 17 23 9 20 Recipient retrieval of document(s) or document(s) destroyed (no special category data) 7 4 9 0 38 Information disclosed contained limited personal data 7 5 19 7 11 Email confirmed deletion 2 1 5 3 9 Process or system error rectified 4 1 4 0 5 Passage of time low risk 0 0 5 0 136 Total not reported to Information Commissioner’s Office 24 18% 28 21% 65 48% 19 14% Page 151 of 408
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Table 3: Causes of data breaches Service (#) Data breach causes Adult Health and Social Care Chief Executive’s Office Education and Families Enterprise and Communities 47 Incorrect emails or prepopulated emails 3 12 22 10 14 Letters addressed incorrectly 3 2 7 2 11 Errors in body of text 4 1 4 2 11 Incorrect attachment 1 4 5 1 8 Online systems/portals linked to incorrect data subject 4 1 3 0 7 Unfamiliar with processes 0 2 5 0 5 Online/social media platform 0 1 4 0 3 BCC function 0 2 0 1 3 Experienced by third party contractor 1 0 1 1 3 Misplaced documents/not destroyed in confidential waste 0 0 3 0 2 Staff acting contrary to Council policy 2 0 0 0 24 Other human error 8 2 11 3 4 Online system error 0 2 2 0 142 Total breaches 26 18.3% 29 20.4% 67 47.2% 20 14.1% Chart 5 Page 152 of 408
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2.25 The Council continues to strengthen its control environment through: - • Mandatory data protection training and targeted awareness sessions; • Updated breach reporting forms to capture reasons for delay and improve accountability; • Introduction of secure email controls (Egress) to reduce misdirection risks; and • Ongoing service engagement to embed learning and preventative measures. ICO Complaints 2.26 During the financial year 2025/2026, the Council was the subject of five complaints to the Information Commissioner’s Office (ICO). This represents a reduction from eight complaints in 2024/2025, which had marked a temporary increase compared to previous years. 2.27 The reduction in complaints in 2025/2026 is a positive indicator and is likely to reflect improvements in the Council’s handling of Subject Access Requests (SARs), which has been a key area of focus during the reporting period. Historically, the majority of ICO complaints relating to the Council have arisen from dissatisfaction with SAR handling, rather than personal data breaches or other compliance failures. This downward trend suggests that targeted improvement actions particularly enhanced monitoring, training, and oversight of SAR performance are beginning to have a measurable impact. Of the five complaints received in 2025/2026: - • Three complaints related to delays in responding to SARs; • One complaint concerned an alleged personal data breach; and • One complaint related to dissatisfaction that the Council had not processed a SAR submitted on behalf of another individual. 2.28 The ICO’s findings were as follows: - • The three complaints relating to SAR delays were upheld, confirming that, in these cases, the Council did not meet statutory timescales for responding to requests; • The complaint relating to an alleged personal data breach was not upheld, indicating that the Council’s risk assessment and handling of the incident were appropriate; and • The complaint regarding a SAR submitted on behalf of another individual was also not upheld, reflecting that the Council had acted correctly in accordance with legal requirements relating to identity verification and third-party requests. 2.29 The outcomes highlight that, while overall performance is improving, SAR timeliness remains the primary driver of regulatory scrutiny and complaint escalation. Complaints upheld by the ICO provide valuable assurance and learning opportunities, reinforcing the need for: - • Continued focus on meeting statutory deadlines; • Robust case tracking and escalation processes; and • Clear communication with requestors where delays are unavoidable. 2.30 While the volume of ICO complaints remains relatively low in the context of the scale of Council operations, each complaint represents an important indicator of compliance risk and service user experience. The reduction in complaints during 2025/2026 is encouraging; however, sustained improvement will depend on: - Page 153 of 408
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• Embedding consistent SAR performance across all services; • Strengthening early resolution and engagement with requestors; and • Continuing to use complaint outcomes to inform targeted improvement activity and staff training. 2.31 The Information Governance Team will continue to monitor ICO complaints closely, ensuring that learning is captured, shared, and translated into practical service improvements, supporting both regulatory compliance and public confidence. Training and Awareness 2.32 Completion rates for mandatory data protection and information security training continued to improve during 2025/2026, reflecting sustained organisational focus on strengthening staff awareness and accountability. 3.33 At a corporate level: - • Data Protection Essentials achieved an average completion rate of 91%; • Information Security training reached 90%; and • Data Protection Advanced achieved 83% completion. 2.34 This represents a positive and sustained improvement compared to previous years, with most training modules now consistently achieving or exceeding the Council’s expected compliance threshold. 2.35 The upward trend indicates that staff have a greater awareness of their responsibilities in handling personal data securely and lawfully. High completion rates in training provide assurance that a good foundation knowledge is well established across the organisation. Table 4: Mandatory training compliance percentages Service Training Adult Health and Social Care Chief Executive’s Office Education and Families Enterprise and Communities 91% completed Data Protection Essentials 85% 95% 88% 95% 83% completed Data Protection Advanced 72% 93% 76% 89% 90% completed Information and Cyber Security 83% 95% 87% 94% 2.36 However, completion rates for Data Protection Advanced training remain comparatively lower, particularly within higher-risk services. As this module is targeted at staff with specific responsibilities for handling complex or sensitive personal data, timely completion is critical to ensuring that those in key roles possess the requisite knowledge and confidence to manage data protection risks effectively. Targeted follow-up with services will therefore remain necessary to ensure full compliance with advanced training requirements. Page 154 of 408
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2.37 Performance is generally strong across services, particularly within the Chief Executive’s Office and Enterprise and Communities, where completion rates exceed 90% across most modules. 2.38 However, variation remains across services, with lower completion rates for Data Protection Advanced within Adult Health & Social Care (72%) and Education & Families (76%); and slightly lower overall performance within Adult Health & Social Care, particularly given the sensitivity of the data processed. Given the nature and volume of personal data handled within these services, improving training compliance in these areas remains a priority. Chart 6 2.39 In addition to mandatory e-learning modules, the Council has continued to deliver targeted, service-specific training, particularly in relation to Subject Access Requests (SARs). This approach supports compliance with the ICO requirement that organisations must ensure staff are not only trained but are competent and confident in applying data protection principles in practice. 2.40 During 2025/2026, bespoke SAR training was delivered to Social Work and other priority services. This training incorporated practical scenarios, case studies, and interactive exercises, enabling staff to apply legislative requirements in real-world contexts. Feedback indicates that this approach has significantly improved staff confidence, consistency, and quality of responses. This targeted approach represents a key strength, ensuring that training is risk-based, role-specific, and operationally relevant, rather than solely compliance-driven. Further targeted training is planned for 2026/2027, focusing on high-risk services, areas with lower performance and emerging risks. 2.41 Training and awareness activity remains a critical preventative control in reducing the likelihood of personal data breaches, particularly those arising from human error. There is a clear correlation between increased training completion rates and improved compliance outcomes, including reduced escalation to the ICO and improved SAR performance. However, the persistence of human error as the primary cause of breaches indicates that training must be continuous and reinforced. 2.42 To build on the progress achieved, priority actions for 2026/2027 will include: - • Achieving consistently high completion rates (>90%) across all mandatory modules, including Data Protection Advanced; • Delivering targeted interventions in services with lower performance or higher risk profiles; Page 155 of 408
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• Expanding scenario-based and in-person training to complement e-learning; • Strengthening management oversight and accountability for training compliance; and • Ensuring training content is regularly updated to reflect legislative changes, emerging risks, and organisational learning. 2.43 Overall, training performance during 2025/2026 demonstrates a strong and improving position, providing assurance that staff are increasingly equipped to manage data protection responsibilities effectively. Continued focus on advanced training completion, targeted delivery, and practical application will be essential to further reducing risk and embedding a mature, organisation-wide culture of information governance. Subject Access Requests (SARs) 2.44 Since April 2023, the Information Commissioner’s Office (ICO) has required local authorities to submit regular statistical returns on Subject Access Request (SAR) performance. This data is used to inform a risk-based regulatory approach, with targeted engagement and monitoring where compliance falls below acceptable levels. Authorities with closure rates below 75% are subject to increased regulatory scrutiny by the ICO and a minimum compliance level of 90% is expected to demonstrate effective performance and compliance with statutory obligations. Against this backdrop, SAR performance remains a key indicator of the Council’s overall data protection compliance and organisational effectiveness. Subject Access Requests Received 2.45 Table 5 shows that during 2025/2026, the Council received a total of 718 SARs, representing a significant increase in demand: - Financial year Service SARs received Overall trend 2025/2026 Social Work 531 Non-Social Work 187 All 718 > 45% on the previous year 2024/2025 Social Work 314 Non-Social Work 180 All 494 > 6% on the previous year 2023/2024 Social Work 305 Non-Social Work 160 All 465 Page 156 of 408
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2.46 This sustained growth is likely reflective of an increased public awareness of information rights, greater complexity in service delivery and improved internal recording and reporting mechanisms. The scale of this increase presents a material operational challenge, making the improvements in performance outlined below particularly significant. 2.47 Responses to subject access requests Financial year Service Response On time % 2025/2026 Social Work 81% Non-Social Work 84% All 82% 2024/2025 Social Work 75% Non-Social Work *86% All 81% 2023/2024 Social Work 50% Non-Social Work 83% All 60% *This is adjusted figure from 69% - see 2023 vs 2024/25 Analysis 0 100 200 300 400 500 600 Social Work Non-Social Work Social Work Non-Social Work Social Work Non-Social Work 2025/2026 2024/2025 2023/2024 Subject Access Requests received [for the last 3 financial years] Page 157 of 408
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2.48 Overall compliance with statutory SAR timescales improved to 82% in 2025/2026, compared to 81% in 2024/2025 and 60% in 2023/2024. This represents a significant and sustained upward trajectory, demonstrating that improvement actions implemented over the past two years are delivering measurable results. Importantly, the Council has moved above the ICO’s high-risk threshold (75%), reducing the likelihood of intensive regulatory intervention. However, performance remained below the ICO’s expected benchmark of 90%, indicating that further improvement is required to achieve full assurance. 2.49 Performance has improved across Social Work services and remained relatively stable for non-Social Work services. • 81% for Social Work in 2025/2026, up from 75% in 2024/2025 and 50% in 2023/2024. • 84% for non-Social Work in 2025/2026, down from 86% in 2024/2025 and up from 83% in 2023/2024. 2.50 The improvement within Social Work services is particularly notable, given the high volume of requests (531 in 2025/2026), the complexity and sensitivity of records and the need for multi-service coordination. This demonstrates the effectiveness of targeted intervention and enhanced support in higher-risk areas. A range of improvement measures have been implemented during 2025/2026, including: - • Strengthened governance and oversight arrangements; • Clearer ownership and accountability within services; • Improved access to records and information systems; • Delivery of targeted SAR training, particularly within Social Work; and • Enhanced performance monitoring and escalation processes. 2.51 These actions have contributed to: - • Improved timeliness and consistency in responses; • Increased staff confidence in handling requests; and • Greater organisational awareness of statutory requirements. 2.52 The rate of improvement provides confidence that the Council is on a credible trajectory toward achieving ICO expectations. The Council has continued to enhance its use of technology to support SAR compliance, including: - • Implementation of a dedicated SAR recording and case management system; and • Development of real-time performance dashboards via Power BI. 2.53 These tools provide improved visibility of workflows and backlogs, early identification of delays and bottlenecks, and the ability to intervene proactively where performance risks arise. This data-driven approach aligns with ICO expectations for monitoring, accountability, and continuous improvement, and strengthens the Council’s overall assurance framework. 2.54 While the improvement in SAR compliance is significant, the current position highlights sustained improvement over a three-year period, strong performance recovery within high-risk services and effective governance and targeted interventions. However, there is continued high and increasing demand and there is a residual performance gap against the 90% ICO benchmark. The Council has made substantial and demonstrable Page 158 of 408
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progress in improving SAR performance, particularly in the context of significantly increased demand. 2.55 While the 2025/2026 compliance rate of 82% represents a strong improvement, further work is required to achieve and sustain performance at or above the 90% ICO benchmark; and ensure consistent compliance across all services. Based on the current trajectory, governance arrangements, and ongoing improvement activity, the Council is well-positioned to achieve and sustain full compliance during 2026/2027, subject to continued focus on performance management, resource prioritisation, and service engagement. 2023/2024 vs 2024/2025 Analysis of SAR compliance for non-social work services 2.56 Following the identification of a decline in SAR compliance for non-social work services from 83% in 2023/2024 to 69% in 2024/2025, further detailed analysis was undertaken to understand the underlying causes and validate the accuracy of the reported data. This review identified that 27 requests had been incorrectly included in the 2024/2025 SAR performance figures and required to be excluded in order to provide a more accurate position: - • 24 Pupil Records requests (requests by parents for access to their child’s educational record) were incorrectly logged as SARs. These requests are governed by the Pupils’ Educational Records (Scotland) Regulations 2003, which operate under separate statutory timescales and should not be included within SAR reporting; • Additional requests were excluded as they were: • Invalid requests; • Managed as business-as-usual enquiries; or • Not progressed. 2.57 In addition, further review identified that 11 SARs initially recorded as late were in fact compliant, due to: - • Incorrect use of request receipt date rather than validation date; and • Cases where responses were completed within timescale but collected by the requester at a later date. 2.58 Following adjustment to exclude the incorrect requests and to take account of additional requests which were identified as being responded to within statutory t timescales, the compliance rate was adjusted to 86%. This revised performance position demonstrates that the original reported figure of 69% significantly understated actual compliance levels. 2.59 A detailed review was undertaken of the 22 SARs confirmed as outwith statutory timescales. 2.60 This analysis highlighted a key control weakness that services were not consistently recording reasons for delay, limiting the Council’s ability to effectively monitor performance and identify systemic issues. As a result, no reason for delay was recorded in approximately 33% of late cases, reducing oversight and auditability. Where reasons were identified, the primary causes included: - 2.61 This analysis highlights that the reduction in reported performance for 2024/2025 was driven by a combination of: - Page 159 of 408
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• Data quality and classification issues (e.g. inclusion of non-SAR requests); • Inconsistent understanding of statutory requirements; • Weaknesses in case tracking and monitoring arrangements; and • Limited recording of performance data, reducing oversight. 2.62 Importantly, the adjusted compliance rate of 81% overall (taking into account the adjustment for non-social work services) indicates that underlying performance was significantly stronger than initially reported, though still short of the ICO’s 90% expectation. DPIAs, Data Sharing and Data Processing Agreements 2.63 Data Protection Impact Assessments (DPIAs), alongside robust lawful data sharing and processing arrangements, represent key preventative controls within the Council’s information governance framework. They support compliance with the UK GDPR accountability principle by ensuring that data protection risks are identified, assessed, and mitigated at the earliest stage of any new or changing processing activity. During 2025/2026, progress has been made in further embedding DPIAs within project and programme governance arrangements. This has strengthened the Council’s ability to adopt a ‘data protection by design and by default’ approach, as required under UK GDPR. 2.64 A centrally maintained DPIA register, held by the Information Governance Team, provides oversight of DPIA activity across the organisation which supports the monitoring of compliance, identification of high-risk processing activities; and assurance reporting to governance forums. However, while progress has been made, inconsistency remains at service level, particularly in identifying when a DPIA is required, ensuring DPIAs are completed at the appropriate stage of projects and maintaining the quality and completeness of assessments. To address this, the Information Governance Team will: - • Update DPIA templates and guidance, aligning them with ICO best practice and organisational needs; and • Deliver targeted service briefings, particularly within high-use and higher-risk areas, to reinforce expectations and improve consistency of application. 2.65 Lawful and well-governed data sharing arrangements are essential to enable effective service delivery while safeguarding individuals’ rights and freedoms. The ICO advises that data sharing agreements (DSAs) should be regularly reviewed and updated where there is a change in purpose, context, legal basis, or risk profile. In addition, significant events such as a personal data breach, substantiated complaint or material changes to operational practices should act as triggers for immediate review of relevant data sharing arrangements. 2.66 During 2025/2026, the Council has continued work to review and strengthen Data Sharing Agreements, ensuring they clearly define the purpose and legal basis for sharing, set out roles and responsibilities between parties and include appropriate safeguards to manage risk. To strengthen assurance and alignment with ICO expectations, the Council will implement a more structured approach to the ongoing management of data sharing arrangements, including: - • Establishing an annual review cycle for Data Sharing Agreements; • Ensuring that all agreements are recorded and tracked centrally; Page 160 of 408
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• Linking DPIAs and Data Sharing Agreements to provide a joined-up view of risk and mitigation; and • Using findings from breaches, complaints, and audits to inform updates and improvements. 2.67 These measures will enhance the Council’s ability to demonstrate that data sharing is lawful, proportionate, and transparent and subject to ongoing review and effective governance. DPIAs and Data Sharing Agreements are critical components of the Council’s preventative control framework. While progress has been made in strengthening governance and embedding good practice, further work is required to ensure consistent application and quality across all services. Planned improvements for 2026/2027 will focus on: - • Enhancing guidance and training; • Strengthening oversight and accountability; and • Embedding a more systematic approach to the review and management of data sharing arrangements. 2.68 This will support the Council in maintaining compliance, reducing risk, and demonstrating robust accountability in line with ICO expectations. Annual Data Sharing Agreement Review 2025/26 2.69 The 2025/26 Annual Data Sharing Agreement (DSA) Review covered all active agreements across Council services and partner organisations, including public sector bodies, third sector organisations, and contractors. Each DSA was assessed against a standardised framework examining legal compliance, purpose clarity, data minimisation, retention, security controls and governance. 2.70 Engagement with Information Asset Owners and key stakeholders confirmed that agreements remain operationally relevant and necessary. The review provides assurance of ongoing compliance with the UK GDPR, Data Protection Act 2018, and the wider statutory and regulatory framework applicable to Scottish public bodies, while supporting the Council’s commitments to transparency, accountability and effective information governance. 2.71 Regular review of DSAs is a key accountability requirement under UK GDPR and aligns with ICO guidance. It ensures that data sharing remains lawful, proportionate and secure, and is updated in response to changes in purpose, legal basis, operational context or risk. Without periodic review, agreements risk becoming outdated, potentially leading to non-compliant or excessive data sharing. 2.72 At the end of the reporting period, 48 active DSAs were recorded on the Council’s central register: - Service No of Active DSAs Chief Executive 11 Education & Families 14 Adult Health and Social Care 4 Enterprise and Communities 19 Total 48 Page 161 of 408
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2.73 During the reporting period: - • 10 DSAs were submitted for review (2025/26); • 8 DSAs were renewed; • 2 DSAs were terminated; • 2 DSAs were modified; • The remainder were confirmed as current and did not require any amendments. 2.74 All 48 DSAs were reviewed, with checks confirming: - • Continued necessity and relevance; • Appropriate data types and recipients; • Clear roles and responsibilities; • Proportionate retention periods and disposal arrangements; • Adequate security and governance measures. 2.75 Key findings included: - • Compliance: All DSAs meet current data protection requirements, though some required minor updates to reflect organisational or processing changes. • Documentation: Generally robust, but inconsistencies exist in format and detail, particularly in older agreements. • Data minimisation: Largely appropriate, with opportunities to further refine some data fields and retention periods. • Security: Adequate controls are in place across agreements. • Governance: Not all DSAs had defined review cycles, increasing the risk of agreements remaining in force beyond their intended scope. 2.76 To strengthen governance and align with ICO expectations, the Council will: - • Introduce a mandatory, risk-based annual review cycle for all DSAs; • Maintain and enhance the central register, including clear ownership, version control and review dates; • Update and standardise the DSA template in line with current legislation and best practice; • Strengthen links between DSAs and Data Protection Impact Assessments (DPIAs); • Embed continuous improvement through learning from audits, breaches and complaints 2.77 The annual review confirms that the Council has an effective framework for managing data sharing. Targeted improvements in standardisation, oversight and review processes will further enhance compliance, reduce organisational risk, and reinforce public trust. DSAs, alongside DPIAs, remain a critical component of the Council’s information governance and preventative control framework. Schedule 2 Requests 2.78 Schedule 2 of the Data Protection Act 2018 provides exemptions from certain data subject rights where disclosure of personal data is necessary for specific purposes, including the prevention or detection of crime, taxation, and immigration control. These provisions enable the Council to lawfully share information with authorised bodies where there is a clear and justified legal basis. Requests under Schedule 2 are most Page 162 of 408
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commonly received from: - • Police Scotland; • HMRC; • Home Office / Immigration Services; and • Other authorised public authorities. 2.79 The majority of requests received by the Council relate to crime prevention and detection, predominantly from Police Scotland. It is important to note that requests must meet the threshold of being necessary and proportionate. It is not sufficient for a requesting authority to simply assert that information is required for investigative purposes. The Council must be satisfied that: - • The request is appropriately justified; • The data sought is relevant and limited to what is necessary; and • Disclosure is lawful and compliant with UK GDPR and the Data Protection Act 2018. 2.80 During 2025/2026, the Council recorded 263 Schedule 2 requests. The breakdown of requesting organisations is set out below: - Table 6: Schedule 2 requests by organisation Requesting organisation Number of requests Percentage (%) Police Scotland 166 63 Social Security Scotland 30 11 East Dunbartonshire Council 29 11 HMRC 7 3 Home Office 6 2 Other public authorities (combined) 25 10 Totals 263 100 Chart 8 Page 163 of 408
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2.81 This data confirms that Police Scotland remains the primary user of Schedule 2 provisions, accounting for a significant majority of requests. It is noted that, historically, not all requests particularly those from Police Scotland relating to council tax data should have been centrally recorded by Internal Audit however, as some were submitted directly to services and responded to locally, they were not. 2.82 As a result, previous records may understate the true volume of Schedule 2 activity for previous years. With the introduction of centralised processes, it is anticipated that recorded volumes will increase in 2026/2027, reflecting improved capture and governance rather than a material change in demand. 2.83 Significant improvements have been implemented during 2025/2026 to strengthen governance, consistency, and compliance. A new centralised process, introduced from September 2025 ensures that all Schedule 2 requests are: - • received through dedicated Information Governance mailboxes; • assessed by the Information Governance Team for legality, necessity, and proportionality; • logged on a central register; and • processed in a consistent and auditable manner. 2.84 Under the revised model, the responsibilities are as follows. Table 7: Responsibilities for Schedule 2 requests Team Responsibilities Information Governance ▪ Legal assessment and decision-making; ▪ Applying exemptions; ▪ Redaction and quality assurance; and ▪ Issuing formal responses. Internal Audit Supports the retrieval and collation of information where required. 2.85 This approach provides clear accountability and separation of responsibilities, improved auditability and record-keeping; and greater consistency in decision-making. These improvements align with ICO expectations that data sharing must be transparent, well governed, and appropriately documented. 2.86 An internal target of one month has been established for responding to Schedule 2 requests. In 2025/2026: - • 237 out of 263 requests (90%) were completed within the internal deadline; • 26 requests (10%) exceeded the target timeframe. 2.87 This represents a strong level of performance, demonstrating that the new centralised process is effective in supporting timely and compliant responses. The Council has made demonstrable progress in strengthening the management of Schedule 2 requests, including: - • Identification of Single Points of Contact within services to support information retrieval; Page 164 of 408
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• Development of standardised templates, including: - • Acknowledgements to requestors; • Internal instructions to Internal Audit; • Refusal responses; and • Disclosure responses; • Establishment of a formal internal review process; • Introduction of an internal response timeframe; and • Development of training materials for Information Governance staff. 2.88 These measures have improved the consistency and quality of responses, staff understanding of legal requirements and overall control and oversight. Further work is underway to enhance the Council’s approach, including: - • Development of a more robust case management and record-keeping system; • Creation of a standardised request template for use by competent authorities to improve the quality of submissions; • Continued monitoring of service-level engagement and training needs; and • Development of a public-facing webpage, providing clear guidance on how to submit Schedule 2 requests and expected timescales and requirements. 2.89 These actions will support improved efficiency, transparency, and compliance. Given the volume and complexity of requests received from Police Scotland, targeted engagement has been undertaken at a senior level. A meeting between Police Scotland (PSOS), the Chief Officer (Legal, Democratic and Strategy), and the Principal Solicitor (Information Governance) has taken place to: - • Clarify expectations regarding necessity and proportionality; • Improve the quality and consistency of requests received from PSOS; • Agree a grading of requests with Grade 1 (response required in 24 hours), Grade 2 (a response required in 48 hours) and Grade 3 (a response required in 1 month); and • Reinforce appropriate routes for submission. 2.90 This engagement is expected to reduce delays caused by insufficient information, improve the efficiency of processing and strengthen partnership working. The strengthened governance arrangements provide improved assurance that disclosures are lawful, proportionate, and properly documented, decisions are subject to appropriate legal scrutiny and risks associated with inappropriate or excessive disclosure are mitigated. 2.91 The Council has made significant progress in strengthening the governance, consistency, and control of Schedule 2 requests during 2025/2026. The introduction of a centralised model represents a major improvement in compliance and accountability, aligning closely with ICO expectations. Performance against internal deadlines is strong, and the Council is well positioned to further enhance efficiency, transparency, and assurance in 2026/2027 through continued system development, training, and engagement with key stakeholders. Legislative Developments – The Data Use and Access Act 2025 2.92 The Data Use and Access Act 2025 (DUAA), published on 27 June 2025, introduces a significant programme of reform to the UK’s data protection and information governance framework. The legislation is intended to enable more effective use and sharing of data, while maintaining appropriate safeguards to protect individuals’ rights Page 165 of 408
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and freedoms. The provisions of the Act are being implemented on a phased basis between June 2025 and June 2026, requiring organisations to take a structured and proactive approach to preparedness and compliance. 2.93 As a large public authority processing significant volumes of personal and sensitive data, the Council must ensure that it remains fully informed of the evolving requirements and is positioned to adapt its policies, systems, and operational practices accordingly. 2.94 Non-compliance with the amended data protection framework carries significant regulatory and legal risk, including: - • Monetary penalties of up to £17.5 million or 4% of annual global turnover for the most serious infringements; • The use of enforcement notices, including requirements to restrict or suspend processing; and • Expanded regulatory powers for the ICO, including the ability to require compulsory audits and investigative reports. 2.95 In addition, the Act aligns enforcement provisions under the Privacy and Electronic Communications Regulations (PECR) with UK GDPR levels, removing the previous financial cap and increasing potential exposure. 2.96 The DUAA also introduces heightened legal risk in relation to:- • Misuse of automated decision-making; • Increased likelihood of civil litigation and claims for damages; and • Potential reputational harm and, in serious cases, criminal liability. 2.97 The DUAA introduces a number of important changes to the existing framework, including: - • Recognised Legitimate Interests: the introduction of a new lawful basis which allows certain types of processing to proceed without the need for a balancing test, where specified conditions are met. • Subject Access Requests (SARs): clarification of the “stop the clock” provisions and confirmation that organisations are only required to undertake reasonable and proportionate searches, supporting a more risk-based approach to compliance. • Purpose Compatibility: Greater flexibility in re-using personal data, with certain forms of secondary processing deemed automatically compatible with the original purpose. • Data Sharing Responsibilities: Clearer emphasis that requesting organisations must be satisfied that data is required for their functions, strengthening accountability across data sharing arrangements. • Complaints Handling: A requirement for organisations to establish and maintain a formal data protection complaints handling procedure. • Children’s Data: reinforcement of obligations to ensure that online services likely to be accessed by children comply with the ICO Age-Appropriate Design Code. • Automated Decision-Making: Expansion of circumstances in which automated decision-making may be used, subject to appropriate safeguards and transparency requirements. • Cookies and Electronic Communications: Relaxation of consent requirements for certain non-intrusive cookies, such as those used for analytics or service Page 166 of 408
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functionality. • International Data Transfers: the introduction of a revised “Data Protection Test”, whereby adequacy decisions are based on whether a third country’s protections are “not materially lower” than those of the UK, replacing the previous “essential equivalence” standard. This enables a more flexible, risk-based approach to international transfers. 2.98 The Council will undertake a structured and phased programme of work to ensure compliance with the Act as provisions are implemented. This will include: - • Review and update of policies, procedures, and guidance; • Assessment of existing data processing activities and lawful bases; • Review of data sharing arrangements and international transfers; • Updates to SAR handling procedures and complaints processes; and • Evaluation of the use of automated decision-making tools. 2.99 The Information Governance Team will continue to: - • Monitor legislative developments and ICO guidance; • Provide targeted advice and training to services; and • Support implementation through practical guidance and assurance activity. 2.100 The Data Use and Access Act 2025 represents a significant evolution of the UK data protection landscape. While the Council is well-placed to respond, successful implementation will require strong governance and oversight, ongoing staff awareness and training and a coordinated, organisation-wide approach to embedding change. By taking a proactive and structured approach, the Council can not only ensure compliance but also leverage the opportunities presented by the legislation to enhance service delivery, improve efficiency, and maintain public trust. Strategic Insights and Forward Planning 2.101 In response to these findings, extensive improvement actions have been implemented, including: • Introduction of dedicated SAR contacts within services to improve accountability; • Development of an updated SAR register, providing improved visibility of live and overdue cases; • Implementation of a new SAR case management system to support end-to-end tracking; • Introduction of monthly performance reporting and trend analysis, supporting both first line (service) and second line (Information Governance Team) assurance; and • Delivery of targeted training to address knowledge gaps and reinforce statutory requirements. 2.102 These measures have significantly strengthened data quality, oversight, and performance management, and have directly contributed to improved compliance in 2025/2026. 2.103 The Council’s data protection and information governance agenda is increasingly aligned with wider organisational priorities, including digital transformation, data-driven decision-making, and the adoption of emerging technologies such as artificial intelligence. Through the continued development of robust governance arrangements, Page 167 of 408
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investment in enabling technologies, and a strong focus on staff capability, the Council is well-positioned to anticipate regulatory developments, manage emerging risks; and support efficient and effective service delivery. 2.104 The Council has made significant progress in strengthening its information governance framework, particularly through improved SAR performance, enhanced monitoring, and stronger governance arrangements. The focus for 2026/2027 will be on consolidating these improvements, addressing residual risks, and ensuring that the Council remains compliant, resilient, and well-prepared for future regulatory and technological change. Conclusion 2.105 This report provides a comprehensive assessment of the Council’s performance in relation to its data protection and information governance obligations during 2025/2026. 2.106 Overall, the Council is able to demonstrate a sound and improving level of compliance with the requirements of the UK GDPR and the Data Protection Act 2018. Significant progress has been made across a number of key areas, including: - • Improved Subject Access Request (SAR) performance, with sustained progress in response rates despite a substantial increase in demand; • Strengthened governance and oversight arrangements, including enhanced monitoring and reporting mechanisms; • Increased staff engagement in mandatory training and awareness, reflecting strengthening information governance culture; • Implementation of more structured approaches to personal data breach management, including improved regulatory compliance; and • The introduction of centralised and controlled processes for high-risk activities such as Schedule 2 requests. 2.107 These improvements provide a strong foundation for demonstrating compliance with the ICO’s Accountability Framework, particularly in relation to leadership, transparency, and continuous improvement. However, the report also identifies areas requiring continued focus and improvement, including: - • Achieving consistent compliance with statutory timescales for SARs in line with the ICO’s 90% expectation; • Improving timeliness of internal breach reporting and further reducing incidents arising from human error; • Strengthening the consistent application of DPIAs and data sharing arrangements across all services; and • Ensuring full compliance with advanced, role-specific training requirements, particularly within higher-risk service areas. 2.108 The Council is also entering a period of significant legislative and technological change, particularly with the introduction of the Data Use and Access Act 2025, as well as ongoing developments in digital transformation and data-driven service delivery. These changes will create both opportunities and increased complexity, requiring a proactive and coordinated organisational response. In this context, continued emphasis on strong governance and leadership, risk-based decision-Making, investment in systems and processes; and ongoing staff development and Engagement will be essential to maintaining compliance and reducing organisational risk. 2.109 In conclusion, the Council is well-positioned to build on the progress achieved during Page 168 of 408
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2025/2026.While some targeted improvements are required, there is clear evidence of a mature and evolving information governance framework, capable of supporting both regulatory compliance and effective service delivery. Sustained focus on the priority areas identified within this report will ensure that the Council continues to protect individuals’ rights, maintain public trust, and meet the expectations of the Information Commissioner’s Office in the year ahead. 3. Measures of success 3.1 Success will be demonstrated through: - • Sustained SAR compliance at or above 90% across all Services; • Eliminate all overdue SARs and escalation cases; • Continued year-on-year reduction in personal data breaches and specifically reduce the number of personal data breaches caused by human error; • Improve the number of personal data breaches reported to Legal within 24 hours; • Improve the percentage of personal data breaches reported within 72 hours to the ICO; • Positive regulatory outcomes and reduced ICO complaints; • Reduction in the number of SAR related complaints upheld, either partially or fully. • 100% compliance with mandatory training requirements; • Consistent and timely completion of DPIAs for high-risk processing; • All schedule 2 requests received to be logged centrally; • Maintain over 90% compliance with internal response deadline for Schedule 2 requests. • Clear and regular assurance reporting to senior management and elected members; and • Embedded information governance considerations within all major projects and digital initiatives. 4. Supporting documentation None. Fiona Ekinli Data Protection Officer and Legal Manager (Governance and Information) Page 169 of 408
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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, Democratic and Strategy? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The report contains legal impacts arising from the Council’s statutory duties under data protection and information governance legislation, including the UK General Data Protection Regulation (UK GDPR) and the Data Protection Act 2018. These duties require the Council to maintain effective governance arrangements, comply with statutory timescales (particularly in relation to Subject Access Requests and breach reporting), and demonstrate accountability through appropriate policies, procedures, and assurance mechanisms. The report also reflects the Council’s obligations to respond to regulatory oversight by the Information Commissioner’s Office (ICO), including engagement where compliance performance falls below expected thresholds. Employment law considerations arise in relation to training requirements, role responsibilities, and the management of additional workload associated with SAR handling and information governance activity, all of which are managed within existing legal and HR frameworks. Page 170 of 408
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In addition, the report acknowledges forthcoming legislative and regulatory change, including the Data Use and Access Act, which will require ongoing review of policies, processes, and governance arrangements to ensure continued compliance. 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? 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 report identifies a number of key risks associated with information governance and data protection compliance. The principal risks relate to non-compliance with statutory requirements under the UK GDPR and Data Protection Act 2018, particularly in relation to timely breach reporting and Subject Access Request (SAR) performance. Failure to meet statutory timescales or regulatory expectations could result in increased regulatory intervention by the Information Commissioner’s Office (ICO), including enforcement action, reputational damage, loss of public trust, and potential financial penalties. Page 171 of 408
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There is also an operational and organisational risk arising from increased demand for SARs and information rights activity, particularly in high-volume services such as Social Work. Without effective controls, this could impact service delivery, place pressure on staff resources, and increase the likelihood of errors or further breaches. These risks are assessed and managed through the Council’s established governance and risk management framework. Information governance risks are recorded and monitored through relevant Service Risk Registers, with escalation to the Corporate Risk Register where appropriate. Oversight is provided through the Data Governance Board, Business Management Team, and Corporate Management Team, supported by regular performance reporting on breaches, SAR compliance, and training uptake. Mitigating actions include strengthened breach reporting and incident response processes, enhanced monitoring and reporting of SAR performance, clear ownership and accountability arrangements, targeted training and staff support in higher-risk service areas, and ongoing review of policies and procedures. Collectively, these measures provide assurance that risks are actively managed and kept under continuous review. 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 172 of 408
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North Lanarkshire Council Report Finance and Resources Committee Does this report require to be approved? ☒ Yes ☐ No Ref REB/RL Date 02/09/26 Senior Information Risk Owner (SIRO) – Information Governance, Assurance and Performance Report 2025/26 From Rachel Blair, Chief Officer (Legal, Democratic and Strategy) E-mail BlairR@northlan.gov.uk Executive Summary This Senior Information Risk Owner (SIRO) report provides the Finance and Resources Committee with comprehensive assurance that the Council’s information governance, data protection, records management and information security arrangements remain robust, proportionate, and effective. These arrangements form a fundamental component of the Council’s corporate governance framework, enabling the secure and lawful management of information assets that underpin service delivery, regulatory compliance, and public confidence. The report covers the financial year April 2025 to March 2026 and is presented alongside the Annual Data Protection Compliance and Activity Report and the Freedom of Information and Environmental Information Requests Annual Report. Collectively, these documents provide a consolidated view of the Council’s information governance performance and assurance position. The SIRO is responsible for providing senior leadership oversight of information risk across the organisation. This includes ensuring that risks are appropriately identified, assessed, mitigated, and reported in line with statutory obligations and the Council’s risk appetite. During the reporting period, the Council has continued to strengthen its governance arrangements, particularly in relation to cyber security resilience, data protection compliance, records management maturity, and the development of improved information asset management practices. Key areas of focus during 2025/26 have included: (1) Further embedding of cyber risk as a distinct corporate risk domain; (2) Strengthening supply chain assurance and ICT resilience arrangements; (3) Enhancing data protection compliance and breach management processes; (4) Continued implementation of the Records Management Plan under the Public Records (Scotland) Act 2011; (5) Development of the Information Asset Register improvement programme; and (6) Ongoing alignment with national cyber resilience frameworks and standards. Based on the evidence presented, the SIRO is satisfied that appropriate and proportionate information governance and security controls were in place throughout 2025/26. These arrangements continue to provide a sound basis for managing risk and supporting continuous improvement across the Council. Item 9 Page 173 of 408
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1. Background 1.1 Information governance and information security responsibilities are delivered across a range of services and professional disciplines, coordinated through the Council's established information governance framework. Whilst specialist teams provide expertise and operational leadership in areas such as data protection, cyber security, records management and digital services, effective governance of information assets is ultimately an organisational responsibility requiring clear accountability, strong leadership and a culture of compliance throughout the Council. 1.2 Information has become an increasingly valuable strategic asset underpinning the delivery of public services, informed decision-making and partnership working. Equally, failures in information governance can result in regulatory action, financial loss, service disruption and reputational damage. Accordingly, maintaining effective arrangements for managing information risk remains a critical component of the Council's overall governance framework. 1.3 The Council maintains a structured approach to information governance which ensures compliance with statutory obligations, including UK GDPR, the Data Protection Act 2018, and the Public Records (Scotland) Act 2011. This is underpinned by corporate policies, technical controls, mandatory training, and formal governance oversight. Recommendations It is recommended that Finance and Resources Committee: (1) Acknowledge and accept the SIRO’s assurance that appropriate and proportionate information governance, data protection, records management and information security arrangements were in place throughout 2025/26; (2) Acknowledge the continued strengthening of governance, assurance and risk management activity planned for 2026/27, including further improvements in cyber resilience, data governance maturity and information asset management; and (3) Acknowledge the ongoing improvement programme, including: (a) Enhanced ICT security controls, including supply chain risk management and disaster recovery capability; (b) Continued alignment with Scottish Government cyber incident response frameworks; (c) Annual review and strengthening of data sharing arrangements; (d) Implementation of the Information Asset Register improvement plan; and (e) Continued progress against actions agreed with the Keeper of the Records of Scotland. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Page 174 of 408
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1.4 The Senior Information Risk Owner (SIRO) acts as the Council's executive lead for information risk and provides senior-level ownership and oversight of the organisation's approach to information governance, information security and records management. The role includes ensuring that information risks are appropriately identified, assessed and managed within the Council's risk appetite; providing challenge and assurance regarding the effectiveness of controls; promoting a positive information governance culture; and reporting on the adequacy of arrangements to both the Council Management Team and the Finance and Resources Committee. 1.5 In fulfilling these responsibilities, the SIRO works closely with the Data Protection Officer, Information Risk Manager, Digital Services colleagues and other key stakeholders to ensure a coordinated and proportionate approach to information risk management. 1.6 The Data Governance Board (DGB) provides strategic oversight of data governance, ensuring consistency of approach across the organisation. It is supported operationally by the Data Management and Compliance Group (DMCG), which ensures delivery of actions, compliance monitoring, and operational support. 1.7 Together, these arrangements ensure that information governance is embedded within the Council’s wider governance and performance management framework, supporting both compliance and continuous improvement. 1.8 This report provides a consolidated assessment of the Council’s information governance position for 2025/26, highlighting key risks, controls, and areas of development. 2. Report Overview 2.1 The Council continues to maintain a mature and evolving information governance framework. This includes a suite of policies, procedures, technical controls, and governance arrangements designed to ensure effective management of information risks. 2.2 Oversight is provided through the Data Governance Board (DGB), supported by specialist operational teams covering data protection, cyber security, records management, and digital services. 2.3 Assurance is derived through a combination of internal monitoring, incident reporting, external accreditation, and compliance with national frameworks and regulatory requirements. Corporate Accountability 2.4 The Council maintains a clearly defined accountability structure for information governance and risk management, ensuring ownership at all levels of the organisation. 2.5 Key roles include: • Senior Information Risk Owner (SIRO): Provides strategic oversight of information risk and ensures alignment with corporate risk appetite and statutory obligations; Page 175 of 408
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• Data Protection Officer (DPO): Provides independent oversight of data protection compliance and advises on regulatory requirements; • Information Risk Manager: Supports operational risk management, including oversight of risk assessments, reporting, and supplier assurance; • Technology Strategy Manager: Leads on implementation of technical controls and cyber resilience measures; • Information Asset Owners (IAOs): Ensure appropriate management of service- level information assets; and • Corporate Records Manager: Ensures compliance with statutory records management obligations and supports lifecycle management of Council records. 2.6 This framework ensures clear lines of accountability and supports effective governance, assurance, and escalation. Corporate Governance 2.7 Information governance and information security continue to be embedded within the Council's wider governance, assurance and risk management arrangements. The Council recognises that effective governance is fundamental to maintaining public confidence, ensuring statutory compliance and enabling the safe use of information to support service delivery and transformation. 2.8 Governance arrangements are designed to ensure appropriate strategic oversight, operational coordination and escalation of significant issues where required. The Data Governance Board (DGB) provides corporate leadership and oversight of information governance matters, including monitoring compliance, reviewing incidents and breaches, overseeing improvement activity and considering emerging risks. This strategic oversight is supported by the operational activity of the Data Management and Compliance Group (DMCG), which facilitates implementation, monitoring and continuous improvement. 2.9 These arrangements are further supported through the Technical Design Authority (TDA), which provides oversight of significant technical change and ensures that information security considerations are appropriately incorporated into digital transformation activity. Information governance is also integrated within broader corporate governance structures, including the Business Management Team (BMT) and Council Management Team (CMT), ensuring that significant risks and issues are visible at senior leadership level and aligned with corporate priorities. Risk Management and Assurance 2.10 The refinement of information-related risks within the Corporate Risk Register represents an important development in the maturity of the Council's approach to information risk management. Separating Information Governance, Information Risk and Cyber Security into distinct corporate risks enables greater clarity regarding ownership, improved visibility of risk drivers and more targeted mitigating actions. The Council recognises that information-related risks are dynamic and increasingly interconnected. Risks relating to cyber security may have implications for data protection and service continuity, whilst weaknesses in information governance arrangements may increase vulnerability to regulatory, operational or reputational impacts. Consequently, risks are subject to ongoing review to ensure that control Page 176 of 408
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measures remain proportionate and effective in the context of an evolving threat landscape. 2.11 Corporate risks are reviewed regularly through established governance arrangements and supported by evidence-based assurance activities. This includes consideration of incidents, audit findings, compliance reporting, external assessments and progress against improvement actions. These arrangements provide assurance that risks are being actively managed and that emerging issues can be identified and escalated appropriately. ICT Security and Cyber Risks 2.12 The cyber threat landscape continues to evolve rapidly, presenting significant challenges across both the public and private sectors. Local authorities increasingly rely on complex digital ecosystems involving cloud services, interconnected systems, remote access technologies and extensive supply chains. These developments create opportunities to improve service delivery but also increase exposure to sophisticated cyber threats. The Council continues to monitor emerging risks associated with ransomware, phishing campaigns, supply chain compromise, insider threats and exploitation of technical vulnerabilities. The growing accessibility of artificial intelligence tools has also altered the threat landscape, enabling threat actors to undertake increasingly sophisticated social engineering and automated attacks. 2.13 A comprehensive suite of controls is in place, including: • Security monitoring via SIEM and managed SOC services; • Multi-factor authentication and identity management controls; • Network security protections, including firewalls and intrusion detection; • Regular vulnerability scanning and patch management; • Secure configuration and change control via TDA; • Supply chain risk management controls; • Disaster recovery and resilience planning; and • Alignment with national cyber resilience frameworks. 2.14 Monitoring data indicates sustained effectiveness of controls at scale, with large volumes of attempted malicious activity successfully blocked or mitigated. 2.15 The cyber threat landscape continues to evolve rapidly, driven by technological change, geopolitical instability, and increasing sophistication of threat actors. As such, cyber resilience remains a critical corporate priority. Whilst the Council maintains a range of technical and organisational controls designed to reduce risk exposure, it is recognised that cyber risk cannot be eliminated entirely. The focus therefore remains on maintaining resilience through prevention, detection, response and recovery capabilities, supported by effective governance and continuous improvement. Supply Chain Risks 2.16 The increasing reliance on third-party suppliers and externally hosted services continues to represent an area of significant strategic focus. Supply chain incidents affecting suppliers across the public sector demonstrate that organisations can be impacted indirectly through vulnerabilities within their wider ecosystem, notwithstanding the effectiveness of their own internal controls. Page 177 of 408
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2.17 The Council continues to strengthen supplier assurance processes through enhanced due diligence, contractual security requirements and improved oversight arrangements. Further work is planned during 2026/27 to embed a more structured approach to ongoing supplier risk management and resilience planning. Incident Management 2.18 Cyber and ICT incident management processes are well established and supported through both internal capability and external security operations partners. During 2025/26, a revised cyber incident response plan was developed and approved, strengthening organisational preparedness. 2.19 Further development of detailed response playbooks is underway to ensure consistent and effective incident handling aligned with national guidance. Data Protection Compliance 2.20 The Council continues to maintain comprehensive arrangements to support compliance with the UK General Data Protection Regulation (UK GDPR) and the Data Protection Act 2018. Compliance activity extends beyond statutory obligations and reflects the Council's broader commitment to respecting individual privacy rights and promoting responsible stewardship of personal information. 2.21 A total of 142 personal data breaches were recorded during 2025/26. The increase in reported personal data breaches during 2025/26 should be considered within the context of a positive reporting culture and improved awareness amongst employees. Higher reporting rates may indicate increased confidence in identifying and escalating incidents appropriately rather than a deterioration in control effectiveness. 2.22 The continued stability in the number of incidents requiring notification to the Information Commissioner's Office (ICO), together with the absence of regulatory enforcement action, provides assurance that existing arrangements for assessing and managing breaches remain effective and proportionate. 2.23 The Council remains committed to continuous improvement in this area through enhanced guidance, targeted interventions within higher-risk services, strengthened DPIA processes and ongoing development of privacy-by-design principles. Records Management 2.24 Effective records management remains fundamental to transparency, accountability and efficient service delivery. It supports compliance with statutory obligations whilst ensuring that information is retained, accessed and disposed of appropriately throughout its lifecycle. The Council's engagement with the Keeper of the Records of Scotland continues to be constructive and reflects a commitment to ongoing improvement rather than simple regulatory compliance. The improvement actions identified through the Records Management Plan are consistent with challenges experienced across local government, particularly regarding management of unstructured information held within collaborative digital environments. 2.25 Progress made during the reporting period demonstrates increasing maturity within the Council's records management arrangements. Nevertheless, further work is required to fully embed records management principles within evolving digital ways of working. Page 178 of 408
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Training and Awareness 2.26 Human behaviour continues to represent one of the most significant factors influencing information risk. Technical controls alone cannot eliminate the risks associated with phishing, social engineering, inadvertent disclosure of information or inappropriate information handling practices. Accordingly, the Council continues to place significant emphasis on training and awareness as key preventative controls within its overall assurance framework. Mandatory training programmes are supplemented by targeted awareness campaigns, simulated phishing exercises and regular communications designed to reinforce expected behaviours and promote a culture of shared responsibility. 2.27 Training compliance continues to be monitored through established governance arrangements, enabling targeted interventions where completion rates fall below expected thresholds. Planned updates to training content during 2026/27 will ensure that learning materials remain relevant and responsive to emerging threats and organisational requirements. Information Asset Management 2.28 The Information Asset Register remains a critical component of the Council's information governance framework, providing visibility of information assets, supporting accountability and enabling effective management of associated risks. The transfer of responsibility for the Information Asset Register to Legal, Democratic and Strategy provides an opportunity to strengthen governance arrangements and improve consistency of approach across the organisation. The planned improvement programme will seek to enhance completeness, accuracy and integration with wider risk management, records management and business continuity arrangements. 2.29 Given the importance of understanding what information the Council holds, where it is located, how it is used and who is responsible for it, continued development of the Register will remain a priority throughout 2026/27 and beyond. Policies and Standards 2.30 The Council maintains a comprehensive suite of information governance policies, all of which were reviewed during 2025/26. 2.31 These are supported by detailed operational standards aligned to recognised frameworks, including the NIST Cyber Security Framework. Independent Assessments 2.32 Independent assurance activities provide valuable external validation regarding the effectiveness and maturity of the Council's information governance and cyber security arrangements. External assessments complement internal assurance mechanisms and support identification of opportunities for improvement. Continued compliance with Public Services Network (PSN) requirements and Payment Card Industry Data Security Standards (PCI DSS) demonstrates the Council's commitment to maintaining recognised standards of control in areas involving sensitive information and critical services. 2.33 Participation in national cyber assurance activities further supports benchmarking against sector expectations and emerging good practice, enabling the Council to continuously strengthen its overall control environment. Page 179 of 408
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Conclusion 2.34 Based upon the evidence reviewed, the SIRO is satisfied that appropriate and proportionate information governance, data protection, records management and information security arrangements were in place throughout 2025/26. 2.35 No material deterioration in assurance has been identified during the reporting period, and there has been no regulatory enforcement action against the Council in relation to information governance matters. Existing governance structures, risk management arrangements and control frameworks continue to provide an effective basis for managing information-related risks. 2.36 However, the external environment within which the Council operates continues to evolve. Increasing reliance on digital services, the growing sophistication of cyber threats, expanding regulatory expectations and the complexity of information sharing arrangements require ongoing vigilance and continuous improvement. 2.37 The Council recognises that maintaining effective information governance is not a static exercise but an ongoing organisational commitment. The improvement activities planned for 2026/27 are designed to further strengthen resilience, enhance assurance arrangements and support the Council in meeting its statutory obligations whilst maintaining public trust and confidence in how information is managed. 2.38 Taking account of the evidence available, the SIRO is able to provide reasonable assurance that the Council's arrangements remain effective and proportionate and continue to support the secure and lawful management of information assets across the organisation. 3. Measures of success 3.1 Compliance with statutory and regulatory requirements. 3.2 Stable or improving assurance across all SIRO domains. 3.3 No significant regulatory enforcement action. 3.4 Continued strengthening of organisational resilience and maturity. 4. Supporting documentation 4.1 Appendix 1 – SIRO Assurance Summary 2025/26 Rachel Blair Chief Officer (Legal, Democratic and Strategy) Page 180 of 408
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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? This report has legal relevance as it provides assurance regarding the Council's compliance with existing statutory and regulatory obligations relating to information governance, data protection, information security and records management. This includes obligations arising under, but not limited to: • the Data Protection Act 2018; • the UK General Data Protection Regulation (UK GDPR); • the Public Records (Scotland) Act 2011; and • relevant cyber security and information assurance requirements applicable to local authorities. The report confirms that appropriate arrangements were in place during the reporting period and that no regulatory enforcement action was taken against the Council. The report does not introduce new legal duties or legislative changes and is assurance- based rather than proposing amendments to the Council's policy framework. Page 181 of 408
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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? The report outlines ongoing activity to strengthen the Council's information security and digital resilience arrangements. This includes enhancements to cyber security controls, supply chain risk management, disaster recovery planning, incident response capabilities, information asset management, and the continued development of secure digital infrastructure supporting service delivery. The report also highlights the importance of embedding information governance considerations within digital transformation initiatives to ensure that information risks are appropriately managed as the Council continues to modernise its technology estate. 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 highlights the continued importance of corporate communications in supporting information governance objectives. Awareness campaigns, staff communications and targeted messaging form part of the Council's approach to promoting compliance with information governance requirements, reinforcing cyber security awareness and supporting a positive culture of information management across the organisation. No additional external communications activity is required as a result of this report. Page 182 of 408
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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? Yes. Information governance, information security and cyber security present ongoing corporate risks to the Council due to the potential consequences of cyber incidents, personal data breaches, failures in statutory compliance, inadequate records management arrangements, and disruptions affecting critical digital services. Potential impacts include: • disruption to frontline service delivery; • financial loss and recovery costs associated with incidents; • regulatory enforcement action and associated sanctions; • reputational damage and loss of public confidence; • compromise of sensitive or confidential information; and • adverse impacts on business continuity and organisational resilience. These risks are formally recorded within the Corporate Risk Register as distinct risks relating to Information Governance, Information Risk, and Cyber Security, with designated risk owners, mitigating controls and improvement actions identified. The risks are managed through established governance arrangements including oversight by the Data Governance Board and Council Management Team, implementation of technical and organisational security controls, mandatory staff training, incident management procedures, regular assurance reporting, business continuity planning, disaster recovery arrangements and ongoing monitoring of emerging threats and vulnerabilities. 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 183 of 408
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Appendix 1 SIRO Assurance Summary and Overall SIRO Opinion April 2025 – March 2026 Area of Assurance Assurance Position – April 2025 to March 2026 Improvement Activity and Next Steps – 2026/27 Corporate Accountability Clear governance arrangements remain in place, with defined roles and responsibilities supporting effective management of information risk across the Council. The SIRO, Data Protection Officer (DPO), Information Risk Manager, Information Asset Owners (IAOs), Corporate Records Manager and Digital Services colleagues continue to provide an integrated framework of strategic leadership, independent oversight, operational delivery and service-level accountability. Information risk continues to be recognised as a corporate responsibility requiring ownership and engagement at all levels of the organisation. Continue to strengthen organisational understanding of information risk responsibilities through enhanced guidance, awareness activity and targeted engagement with senior managers and IAOs. Further embed information risk ownership within services and reinforce escalation and reporting mechanisms through established governance structures. Corporate Governance Information governance remains fully embedded within the Council's wider corporate governance framework and aligned to the One Place, One Plan operating model. Oversight is provided through established governance forums, including the Data Governance Board (DGB), Data Management and Compliance Group (DMCG), Technical Design Authority (TDA), Business Management Team (BMT) and Council Management Team (CMT). These arrangements provide appropriate strategic direction, challenge, scrutiny and assurance regarding information governance and security risks. Maintain effective governance arrangements and ensure continued alignment with the Council's corporate governance framework. Continue to review governance structures to ensure they remain proportionate and responsive to emerging information governance risks and changing organisational priorities Risk Management and Assurance Information governance, information risk and cyber security risks are formally recognised and managed through the Corporate Risk Register. During 2025/26, the Council enhanced its maturity by separating previously combined information-related risks into three distinct corporate risks, enabling greater visibility, Continue to embed the revised information risk framework, ensuring that mitigating actions remain effective and aligned with the Council's risk appetite. Strengthen assurance reporting to support informed decision-making and enhance oversight through the Page 184 of 408
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ownership and targeted mitigation activity. Defined controls, mitigating actions and risk owners are in place, with regular review undertaken through established risk management processes. Data Governance Board and corporate risk management arrangements. ICT Security and Cyber Risks The Council continues to maintain a comprehensive range of technical and organisational cyber security controls designed to protect critical systems, services and information assets. Compliance has been maintained with relevant national standards and frameworks, including Public Services Network (PSN) requirements and Payment Card Industry Data Security Standards (PCI DSS). No material cyber incidents directly impacting Council operations occurred during the reporting period. Existing controls, including Security Information and Event Management (SIEM), managed Security Operations Centre (SOC), Extended Detection and Response (XDR), multi-factor authentication, vulnerability management and penetration testing, continue to provide appropriate protection against evolving threats. Supply chain cyber risks remain an area of increasing focus. Continue the modernisation of legacy systems through the Digital North Lanarkshire Programme. Enhance vulnerability management, cloud security arrangements and supply chain assurance processes. Progress the review and enhancement of disaster recovery capabilities, including identification of critical systems, development of corporate disaster recovery arrangements, strengthened governance and reporting, and improved alignment between disaster recovery, business continuity and incident response planning. Incident Management Robust incident management processes are established and supported through internal teams and external security partners. During 2025/26, the Council developed and approved a revised cyber incident response plan, strengthening preparedness and clarifying roles and responsibilities during major incidents. Routine cyber threats and security events continue to be effectively managed through established monitoring and response arrangements. Lessons identified from incidents are incorporated into continuous improvement activities where appropriate. Further align incident response arrangements with the Scottish Government Cyber Incident Response Toolkit. Develop detailed cyber incident response playbooks to support consistent and effective response. Continue to strengthen ICT resilience and recovery arrangements and enhance integration between incident management, business continuity and corporate risk management processes. Data Protection Compliance propriate arrangements remain in place to support compliance with the UK General Data Protection Regulation (UK GDPR) and Data Protection Act 2018. During 2025/26, 142 personal data breaches were recorded, representing an increase compared with the previous year but remaining broadly consistent with longer- term trends. Six incidents were reported to the Information Continue to strengthen organisational accountability through enhanced privacy-by-design practices and improved Data Protection Impact Assessment (DPIA) processes. Maintain and enhance data protection registers and records of processing activities. Deliver annual reviews of data sharing arrangements and Page 185 of 408
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Commissioner's Office (ICO), with no regulatory enforcement action taken against the Council. Breaches continue to be managed in accordance with statutory requirements, supported by established governance, reporting and escalation arrangements. continue targeted support and awareness activity within higher-risk service areas. Further strengthen breach management and assurance reporting arrangements. Records Management The Council maintains an approved Records Management Plan in accordance with the Public Records (Scotland) Act 2011. Positive engagement continues with the Keeper of the Records of Scotland, with progress updates demonstrating ongoing commitment to compliance and improvement. Significant progress has been made in implementing digital records management solutions and improving records lifecycle management arrangements. Areas requiring further development have been identified and are being addressed through planned improvement activity. Continue delivery of agreed improvement actions identified through engagement with the Keeper of the Records of Scotland. Progress work relating to business classification schemes, disposal arrangements for structured and unstructured records, management of vital records and strengthening of audit trails. Further develop automated and semi-automated records management capabilities. Training and Awareness Mandatory information governance, data protection and information security training arrangements remain in place and are supported by ongoing awareness campaigns and phishing simulation exercises. Compliance monitoring is undertaken through the DGB, DMCG and BMT, with most services maintaining satisfactory completion rates. Training materials were refreshed during 2025/26 to reflect emerging information security threats and evolving organisational requirements. Staff awareness continues to represent a critical component of the Council's control environment. Continue monitoring training compliance and implementing targeted interventions where required. Refresh training content to reflect updated policies, emerging threats and changes to legislation or guidance. Enhance awareness campaigns focusing on cyber security risks, acceptable use requirements and information handling responsibilities. Information Asset Register The Information Asset Register (IAR) continues to provide an important mechanism for identifying and managing the Council's information assets. During 2025/26, responsibility for the IAR transferred to Legal and Democratic Services, providing opportunities to strengthen governance and oversight arrangements. An information audit has been undertaken to improve accuracy and support future development. Implement the agreed Information Asset Register improvement plan during 2026/27 and 2027/28. Enhance data quality, governance processes and reporting capabilities. Strengthen integration between information assets, risk management, vital records identification and information lifecycle management arrangements. Information Governance Policies The Council maintains a comprehensive suite of information governance policies covering data protection, information security, records management, acceptable use and payment card Ensure revised policies continue to be effectively communicated and embedded across the organisation. Continue development of supporting standards and Page 186 of 408
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security. During 2025/26, policies were reviewed, updated and aligned with legislative requirements, good practice guidance, changes to the Council's operating model and wider digital transformation activities. Supporting standards and procedures continue to evolve, including the development of controls aligned to the NIST Cyber Security Framework. procedures aligned with recognised frameworks and emerging best practice. Monitor effectiveness through governance and assurance arrangements and schedule future reviews in accordance with policy governance requirements. Independent Assessments and Assurances The Council continues to receive positive independent assurance through compliance with external accreditation and regulatory frameworks. Public Services Network (PSN) compliance was maintained throughout the reporting period, and PCI DSS compliance continued across major payment channels. Constructive engagement continues with external regulators, assurance providers and national cyber resilience partners. No significant adverse findings or regulatory interventions were identified during 2025/26. Continue engagement with external assurance bodies and regulators. Evaluate findings from the Scottish Government Cyber Assurance Assessment and implement agreed improvement actions. Maintain compliance with PSN and PCI DSS requirements and utilise independent assessments to inform continuous improvement and strengthen organisational resilience. Overall SIRO Assurance Opinion 1) Based on the evidence reviewed throughout the reporting period, the SIRO is satisfied that appropriate and proportionate information governance, data protection, records management and information security arrangements were in place across the Council during 2025/26. 2) The Council has continued to demonstrate a mature and evolving approach to information risk management, supported by effective governance structures, clear accountability arrangements, established control frameworks and a commitment to continuous improvement. Whilst the external threat landscape, particularly in relation to cyber security, remains dynamic and increasingly complex, no material deterioration in assurance was identified during the reporting period, and no significant regulatory enforcement action was taken against the Council. 3) The planned improvement activities identified for 2026/27 will further strengthen organisational resilience, enhance assurance arrangements and support the Council in meeting its statutory, regulatory and good practice obligations relating to information governance and information security. Page 187 of 408
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North Lanarkshire Council Report Finance and Resources Committee Does this report require to be approved? ☒ Yes ☐ No Ref JMcK/BF Date 02/09/26 Annual Procurement Report 2025/26 From James McKinstry, Chief Officer (Assets and Procurement) E-mail mckinstryj@northlan.gov.uk Executive Summary To comply with the procurement legislation ‘Procurement Reform (Scotland) Act 2014’, the council is required to prepare and publish an Annual Procurement Report that details the procurement activity in the most recently completed financial year along with the expected regulated procurements for the next two financial years. This Annual Procurement Report covers the period 1 April 2025 to 31 March 2026 and provides: • an outline of the procurement activity undertaken for the last financial year; • a summary of performance against the council’s Procurement Strategy 2025/26; • the council’s values applied to the national reporting template (Appendix 1); • a list of Regulated procurements awarded in financial year 2025/26 (Appendix 2); and, • a list of expected Regulated procurements during 2026/27 and 2027/28 (Appendix 3). The council are required by legislation to publish the Annual Procurement Report online through its website and to share a copy of the report with Scottish Ministers. Recommendations It is recommended that the Finance and Resources Committee: (1) Approve the content of this report; (2) Endorse publication of the Annual Procurement Report 2025-26 on the council’s website; and (3) Acknowledge the requirement to share a copy of the Annual Procurement Report 2025-26 with Scottish Ministers. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work All Programmes of Work Item 10 Page 189 of 408
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1. Background 1.1. As legislated through the Procurement Reform (Scotland) Act 2014 (the “Act”), the council is required to prepare an Annual Procurement Report as soon as reasonably practicable after the end of that financial year. 1.2. The Act requires the Annual Procurement Report to include: • a summary of the Regulated procurements that have been completed in the previous financial year; • a review of whether those procurements complied with the council’s procurement strategy, and where any Regulated procurements did not comply, a statement of how the council intends to ensure that future Regulated procurements do comply; • a summary of any Community Benefits fulfilled from Regulated procurements; • a summary of any steps taken to facilitate the involvement of Supported Businesses in Regulated procurements; • a summary of the Regulated procurements the council expects to commence in the next two financial years; and • such other information as the Scottish Ministers may by order specify. 1.3. The Act requires the council to publish the Annual Procurement Report online and to share a copy with Scottish Ministers. Scottish Ministers must prepare a report on procurement activity in Scotland; this is generated from the Annual Procurement Reports submitted by relevant public bodies. Scottish Ministers are required to publish their report and lay a copy before the Scottish Parliament. 1.4. The Act requires Scottish Ministers to publish guidance for the consistent data gathering and preparation of annual procurement reports and procurement strategies; this is provided in the Scottish Procurement Policy Note, SPPN 2/2025. Website link: https://www.gov.scot/publications/public-procurement-update-annual- procurement-reports-for-2024-2025-sppn-2-2025/. 2. Report 2.1. This is the council’s ninth Annual Procurement Report and covers the period 1 April 2025 to 31 March 2026. 2.2. The relevant Procurement Strategy associated to this paper is “Procurement Strategy 2025-26”; this was approved at Finance and Resources Committee on 26 February 2025 and is published on the council website. Website link: Finance and Resources, Cycle 1 2025, Procurement Strategy 2025/26 2.3. The Act sets out specific details to be covered by the Annual Procurement Report, which are listed in bold type below, and followed by the council’s headline reporting stats: 2.3.1 A summary of the Regulated procurements that have been completed in the previous financial year: • there were 99 Regulated Procurements undertaken, with a total Agreement Value of £502 Million Page 190 of 408
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please refer to the Appendix 2 table of the Annual Procurement Report 2025/26 for the consolidated list of regulated procurements completed 2.3.2 A review of whether those procurements complied with the council’s Procurement Strategy, and where any Regulated procurements did not comply, a statement of how the council intends to ensure that future Regulated procurements do comply: • all 99 Regulated Procurements undertaken complied with the council’s Procurement Strategy 2025/26 please refer to the Section 4 of the Annual Procurement Report 2025/26 for additional details of the considerations from Procurement Strategy 2.3.3 A summary of any community benefits fulfilled from Regulated procurements: • it is mandatory to consider Community Benefits in Agreements over £4M; the council undertook 17 individual Regulated procurements above £4M for which 16 of those achieved Community Benefits directly attributable for the council or overarching Scottish economy o the 1 procurement with no community benefits was the annual entry point to the existing flexible framework for outdoor education centres (that was initially established in 2021). That framework has no guarantee of spend and it was anticipated that no single Contractor would gain a significant value of spend to make community benefits achievable under this agreement. please refer to Section 5 of the Annual Procurement Report 2025/26 for additional information on community benefits. See also Appendix 1 of the Annual Procurement Report 2025/26 table 4, which includes a categorisation of the community benefits that have been committed. 2.3.4 A summary of any steps taken to facilitate the involvement of Supported Businesses in Regulated procurements: • the council procured a range of supplies and services from eight Supported Businesses (included NLI) for a total spend of £1,455,188 please refer to Section 6 of the Annual Procurement Report 2025/26 for additional information on work with supported businesses 2.3.5 A summary of the Regulated procurements the council expects to commence in the next two financial years: • there are 263 Regulated Procurements known at this time (with an estimated total contract value of £905,308,274), which are expected to be undertaken in the next two financial years. It is probable that additional requirements will emerge, and procurements on the list are subject to change please refer to the Appendix 3 table of the Annual Procurement Report 2025/26 for the consolidated list of regulated procurements expected to commence during 2026/27 and 2027/28 Page 191 of 408
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2.3.6 No additional or further information was specified by Scottish Ministers for Annual Procurement Reports 2024/25. 2.4 For awareness, separate procurement metrics for 2025/26 will be produced for the Local Government Benchmarking Framework and the council’s Strategic Performance Framework (which track the council’s procurement activity over an extensive period). As per previous years, these metrics will be reported at Finance and Resources Cycle 4 Committee. 3. Measures of success 3.1 The report information is fully compliant with the legislative requirements set by the Procurement Reform (Scotland) Act 2014. 3.2 The report data is fully compliant with the template requirements set out in the Scottish Procurement Policy Note, SPPN 2/2025. 4. Supporting documentation 4.1 Appendix 1 – Annual Procurement Report 2025-26 James McKinstry Chief Officer (Assets and Procurement) Page 192 of 408
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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? The Annual Procurement Report has been prepared in accordance with requirements set by the Procurement Reform (Scotland) Act 2014 and supporting guidance from Scottish Procurement Policy Note SPPN 2/2025. 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 193 of 408
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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? Each individual regulated procurement has consideration of environmental /carbon impacts within specification and/or tender evaluation. 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 Procurement Reform (Scotland) Act 2014 requires the publication of the Annual Procurement Report online and a copy to be shared with Scottish Ministers. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Failure to publish the Annual Procurement Report and/or comply with the reporting requirements would be a breach of the Procurement Reform (Scotland) Act 2014. The procurement risks associated to governance are managed at a corporate level. 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 194 of 408
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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 195 of 408
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APPENDIX 1 Annual Procurement Report Covering the period: 1 April 2025 to 31 March 2026 Page 196 of 408
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1. GLOSSARY 1.1. “Community Benefits” are requirements built into a contract which deliver wider social, economic or environmental benefits beyond the primary purpose of the goods, works or services being procured. These may include, but are not limited to, job creation, training and development opportunities, supply‑chain initiatives, and activities that support community regeneration. 1.2. “Contractor” any organisation that provides Supplies, Works, or Services to the Council or on behalf of the Council. 1.3. “Living Wage” an independently calculated rate based on the cost of living and is paid voluntarily by employers. The rate is calculated each year in November by The Resolution Foundation on an analysis of the wage that employees need to earn in order to afford the basket of goods required for a decent standard of living. This basket of goods includes housing, childcare, transport, and heating. The Real Living Wage is different to the UK government’s National Living Wage which is not calculated according to what employees need to live on. 1.4. “Procurement” the tasks and decisions which secure an external Contractor to provide what we want, at a price that we can afford. Activity is focused on the period from prior to advertising a tender to signing the contract. It includes both competitive tenders and circumstances where we negotiate with a single Contractor. 1.5. “Regulated Procurements” refers to any Procurement: above £50,000 for Supplies or Services; and above £2,000,000 for Works. 1.6. “Services” are those services that we buy including specialist support for vulnerable children and adults, repairs and maintenance services, financial advice, designs, and surveys for new building works. 1.7. “SME or Small and Medium Enterprises” defined by the number of employees whereby micro is 9 or fewer, small is 10-50, medium is 51-250. 1.8. “SPPN” abbreviation of ‘Scottish Procurement Policy Note’ these are the messages from the Scottish Government’s procurement policy team, providing advice to public bodies on procurement policy, best practice and relevant guidance. 1.9. “Supplies” items that we buy, such as pens and paper, or plants and seeds, or fruit and vegetables. 1.10. “Sustainable Procurement” a process whereby organisations meet their needs for Supplies, Services and Works in a way that achieves value for money and generates benefits, not only for the organisation but also to wider society, the economy, and the environment. Page 197 of 408
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1.11. “Supplier Development Programme” is a public sector organisation who offer expert training, support and information to businesses develop and compete for Contracts. 1.12. “Supported Business” are social enterprises whose main aim is to integrate disabled or disadvantaged people socially and professionally. Their workforce must be at least 30% disabled or disadvantaged. 1.13. “Third Sector” is the group name for a range of organisations including community groups, charities, voluntary organisations, faith groups, social enterprises, community interest companies. Third sector organisations may be registered charities and may be registered companies. They include small, local groups and large multinational operations, and everything in between. 1.14. “Works” is the construction works that we buy, including construction of new buildings, or extensions, and creation and improvements to roads and bridges and open spaces. Page 198 of 408
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2. INTRODUCTION 2.1. North Lanarkshire Council (the “Council”) is a unitary authority, the fourth largest in Scotland, and is responsible for the delivery of a wide and diverse range of statutory and discretionary public services. 2.2. The Council deliver services through a mixed economy acting as both a provider, through direct provision of services using its own workforce and assets, and an enabler with services delivered through private Contractors, the Third Sector and Supported Businesses. 2.3. During the financial year 2025/26 the Council spent £793M excluding VAT on goods, services and works to carry out our operations and delivery of public services. 2.4. The Procurement Reform (Scotland) Act 2014 (the “Act”) requires us to prepare an ‘Annual Procurement Report’ (“APR”) on our Regulated Procurement activities as soon as reasonably practicable after the end of each financial year. 2.5. Accordingly, we are pleased to publish our eighth APR covering the period 1 April 2025 to 31 March 2026. This reporting period is aligned to Procurement Strategy 2025/26 which is published on the Council’s website for reference. 2.6. National guidance in the form of a procurement policy note, SPPN 2/2025, was published 12 June 2025; this provided an APR template designed to assist public bodies meet their reporting obligations from the Act and to gather data in a consistent way. The guidance set the national requirements for annual procurement reports 2024/25, and there has been no change requested for 2025/26. Page 199 of 408
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3. REGULATED PROCUREMENT ACTIVITY 2025/26 The Act requires the APR to provide a summary of the Council’s Regulated Procurements that have been completed 3.1. For the reporting period 2025/26: • 99 Regulated Procurements were undertaken that lead to contract awards being made, o the total value of all contracts established from the Regulated Procurements was £502 Million – this includes a mix of one-off supply and multi-year contracts o up to £103.7M (21%) of the total award value could be sub-contracted (based on successful tenderer proposals) o 174 unique Contractors were appointed across those contract awards of which 133 (76%) of the unique Contractors are SME o the SME’s account for around £213 Million (42%) of the total contract award value o 81 (47%) of the unique Contractors are based in the North Lanarkshire Council area and they account for around £139M (28%) of the total contract award value 3.2. The Council itself is committed to national guidance for Fair Work First in Procurement, and measures are incorporated into our procurement procedures; this is evident in all our Regulated Procurement contract awards. 1For Contracts in scope, 104 (96%) of unique Contractors have committed to pay the real Living Wage, from which 47 (44%) are living wage accredited. 3.3. All reporting indicators on Regulated Procurement that are requirements under the Act and set out in a national format by SPPN 2/2025 are included at APPENDIX 1. 3.4. A list of the 99 Regulated Procurements are included at APPENDIX 2. 1 Contracts for “Transport of Pupils with Additional Support Needs” are not considered in-scope for this metric Page 200 of 408
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4. COMPLIANCE WITH PROCUREMENT STRATEGY The Act requires the APR to provide a review of whether the Regulated Procurements undertaken complied with the Council’s Procurement Strategy 2025/26, and where any Regulated Procurements did not comply, to provide a statement of how the council intends to ensure that future Regulated Procurements do comply 4.1. The Council are reporting that all 99 Regulated Procurements undertaken during the reporting period were compliant with the Procurement Strategy 2025/26. 4.2. In accordance with the direction of the Procurement Strategy 2025/26, measures in place that have full compliance include: • all Council Procurements must be undertaken in accordance with our internal rules General Contract Standing Orders (“GCSOs”) which set out essential requirements prior to tendering and post tender to ensure procurement is controlled and managed effectively, and strives to achieve best value. • A comprehensive procurement toolkit is in place for Regulated Procurement activity, containing templates and supporting documents, which are aligned with the national standards set by the Procurement Journey, ensuring that the Council are complying in the procurement approach with the Sustainable Procurement duty, such as encouraging commitment from our tenderers to the seven principles of Fair Work First and seeking Community Benefit and/or social value. • There are frequent internal audits on procurement activity and procurement procedures to ensure compliance with GCSOs, and to support continuous improvement. • The Act requires public bodies to give consideration whether to incorporate Community Benefit requirements as part of the Procurement when the estimated contract value is greater than or equal to £4 million; the Council comply with this requirement. In addition to this, the Council give enhanced consideration for Community Benefits for all Regulated Procurement for Supplies or Services, and for all Works procurements greater than £500k; this is incorporated into the pre-tender procedures. • The Council jointly host the recurring “Meet the Real Buyer Lanarkshire” with South Lanarkshire Council and have continued to support national events for suppliers (which are led and organised by the Supplier Development Programme) in compliance with the Procurement Strategy 2025/26. Page 201 of 408
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5. COMMUNITY BENEFITS The Act requires the APR to provide a summary of any community benefits fulfilled from Regulated Procurements 5.1. For the reporting period there were: • 17 Regulated Procurements with a value of £4million or greater, for which 16 (94%) achieved Community Benefits. • 2 Regulated Procurements with a value of between £1million and £4million, for which 2 (100%) achieved Community Benefits. • The overall position from the 97 in-scope Regulated Procurements undertaken was that Community Benefits were secured from 52 (53.61%) of the contract awards made. 5.2. It is important to give awareness that Community Benefits are not delivered on day one of a Contract but are expected to be delivered across the contract duration (most of which have a multi-year contract term). 5.3. All reporting indicators on Community Benefits, that are requirements under the Act and set out in a national format by SPPN 2/2025, are included at APPENDIX 1 - 4 a) to j), with additional measures reported at APPENDIX 1 - 4k). Page 202 of 408
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6. SUPPORTED BUSINESSES The Act requires the APR to provide a summary of any steps taken to facilitate the involvement of supported businesses in Regulated Procurements. 6.1. For all Regulated Procurements, the Council’s GCSOs and procurement toolkit ensure that pre-tender consideration is given to contracting opportunities that are suited to the offerings available from Supported Businesses. In the pre-tender Contract Strategy (internal document) for each Regulated Procurement, the procuring officer must consider the opportunity to use a Supported Businesses, and may consider the options to contract via the National Dynamic Purchasing System (DPS) for The Provision of Requirements Reserved For Supported Businesses. This increases the possibility to engage and work with Supported Businesses. 6.2. Furthermore, the Council has a Supported Enterprise Service comprising ‘North Lanarkshire Industries’ (“NLI”) who operate as a Supported Business. The Council has several contractual agreements in place with NLI to provide a range of services including: the provision of furniture; furniture refurbishment; removals and storage; PPE provision for homecare; and the servicing of fire equipment. The combined value of these arrangements with NLI amounted to a total spend of £750,834 during the APR reporting period. 6.3. The council have engaged with an additional seven (7) individual Supported Businesses during the APR reporting period, with an aggregate spend of £704,354. The Supported Businesses each operate under separate categories of work (Software Developers, Security Guards, Recycling Service Providers, Personal Care Product Suppliers, and Promotional Item Suppliers), allowing the council to promote the range, specialism, and scope of services available from the Supported Business sector. 6.4. The total overall spend made with the eight (8) Supported Businesses was £1,455,188. 6.5. All reporting indicators on Supported Businesses that are requirements under the Act and set out in a national format by SPPN 2/2025 are included at APPENDIX 1 - 7a) to b). Page 203 of 408
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7. REGULATED PROCUREMENTS EXPECTED DURING 2026/27 AND 2027/28 The Act requires the APR to provide a summary of the Regulated Procurements the Council expects to commence in the next two financial years 7.1. As per the requirements under the Act, a full list of known Regulated Procurement expected to be undertaken during the next two financial years are included in tabular format at APPENDIX 3, and in summary: • 263 Regulated Procurements are anticipated – this includes a mix of new requirements and renewals, with a mixed range of procurement approach that include our own tendering or procuring through collaborative frameworks. 7.2. The approximate aggregate contract value of these future Regulated Procurements is £905,308,274; this includes one-off activities and multi-year contracts. None of these future Regulated Procurements are guaranteed; they are subject to change or deletion and there is scope for additional procurement requirements to emerge. Page 204 of 408
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APPENDIX 1: PROCUREMENT OUTCOMES 1. REPORT PARAMETERS 1.1. The following report information in parts 2-9 match the template provided through SPPN 2/2025; these indicators are required to conform with the requirements of the Act. 2. SUMMARY OF REGULATED PROCUREMENTS COMPLETED Ref Metric 2025/26 2a) Total number of regulated contracts awarded within the report period 99 2b) Total value of regulated contracts awarded within the report period £501,946,798 2c) Total number of unique suppliers awarded a place on a regulated contract awarded during the period 174 i) how many of these unique suppliers are SMEs 133 ii) how many of these unique suppliers are Third sector bodies 8 3. REVIEW OF REGULATED PROCUREMENTS COMPLIANCE Ref Metric 2025/26 3a) Number of regulated contracts awarded within the period that complied with your Procurement Strategy 99 3b) Number of regulated contracts awarded within the period that did not comply with your Procurement Strategy 0 4. COMMUNITY BENEFIT REQUIREMENTS SUMMARY Use of Community Benefit Requirements in Procurement: Ref Metric 2025/26 4a) Total Number of regulated contracts awarded with a value of £4 million or greater. 17 4b) Total Number of regulated contracts awarded with a value of £4 million or greater that contain Community Benefit Requirements. 16 4c) Total Number of regulated contracts awarded with a value of less than £4 million that contain Community Benefit Requirements 39 Page 205 of 408
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Key Contract Information on community benefit requirements imposed as part of a Regulated Procurement that were fulfilled during the period: Ref Metric 2025/26 4d) Number of Jobs Filled by Priority Groups (Each contracting authority sets its own priority groups) 51 posts 4e) Number of Apprenticeships Filled by Priority Groups 33 posts 4f) Number of Work Placements for Priority Groups zero 4g) Number of Qualifications Achieved Through Training by Priority Groups zero 4h) Total Value of contracts sub-contracted to SMEs £104M (21%) of the total Contract Award Value has been indicated for potential sub- contracting over the contract term; this is not broken down by business type. 4i) Total Value of contracts sub-contracted to Social Enterprises 4j) Total Value of contracts sub-contracted to Supported Businesses Other Community Benefits Fulfilled: Ref Theme Benefit Category 2025/26 Outcome 4k) 1.Community Engagement 1.1 Financial Support for a Community Project / Organisation (minimum of £1k per project) 116 projects 1.2 Non-financial Support for a Community Project / Organisation (days of support) 109 days 2. Education based Skills and Training 2.1 MCR Pathways 1-2-1 Mentoring Programme (or equivalent Programme) 21 programmes 2.2 Work Experience Placement for an individual aged 14 to 16 years of age 105 work placements 2.3 Work Experience Placement to obtain a "Foundation Apprenticeship" 27 work placements Page 206 of 408
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3. Education based Support and Development 3.1 Educational Sponsorship 10 sponsorships 3.2 Educational Support and Skills Transfer 127 sessions 3.3 Educational Visits 104 school visits 3.4 Educational Workplace Visit 36 workplace visits 4. Supply Chain Development 4.1 Business Event / Briefing to promote supply chain opportunities 20 events 4.2 Business Mentoring and Advice to support to an SME / Social Enterprise / Voluntary organisation 57 events 4.3 New Job for a Graduate from a Priority Group 3 posts 4.4 New Job for a Graduate not from a Priority Group 2 posts 4.5 New Job for an Individual not from a Priority Group 55 posts 4.6 Work Experience Placement for an individual16+ years of age 47 work placements 5. FAIR WORK AND THE REAL LIVING WAGE Ref Metric 2025/26 5a) Number of regulated contracts awarded during the period that included a Fair Work First criterion. 297 5b) Number of unique suppliers who have committed to pay the real Living Wage in the delivery of a regulated contract awarded during the period. 104 5c) Number of unique suppliers who are accredited Living Wage employers and were awarded a regulated contract during the period. 47 2 Contracts for “Transport of Pupils with Additional Support Needs” are considered out of scope for this metric Page 207 of 408
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6. PAYMENT PERFORMANCE Ref Metric 2025/26 6a) Number of valid invoices received during the reporting period. 201,053 6b) Percentage of invoices paid on time during the period (“On time” means within the time period set out in the contract terms.) 95.06% 6c) Number of regulated contracts awarded during the period containing a contract term requiring the prompt payment of invoices in public contract supply chains. 99 6d) Number of concerns raised by sub-contractors about the timely payment of invoices within the supply chain of public contracts. zero 7. SUPPORTED BUSINESSES SUMMARY Ref Metric 2025/26 7a) Total number of regulated contracts awarded to supported businesses during the period 1 7b) Total spend with supported businesses during the period covered by the report, including: £1,455,188 i) spend within the reporting year on regulated contracts £533,320 ii) spend within the reporting year on non-regulated contracts £921,828 Page 208 of 408
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8. SPEND AND SAVINGS SUMMARY The below table of information provides the general Council expenditure during 2025/26 alone i.e. money spent on goods, services and works to carry out our operations and delivery of public services. Ref Metric 2025/26 8a) Total procurement spend for the period covered by the annual procurement report. £792,842,240 8b) Total procurement spend with SMEs during the period covered by the annual procurement report. £213,434,620 8c) Total procurement spend with third sector bodies during the period covered by the report. £76,442,967 8d) Percentage of total procurement spend through collaborative contracts. 27.40% 8e) 3Total delivered cash savings for the period covered by the annual procurement report £251,842 8f) Total non-cash savings value for the period covered by the annual procurement report £218,700 9. FUTURE REGULATED PROCUREMENTS The below table of information provides the totals for expected Regulated Procurements in 2026/27 and 2027/28, which are listed individually at Appendix 3. Ref Metric 2026/27 and 2027/28 9a) Total number of regulated procurements expected to commence in the next two financial years 263 9b) Total estimated value of regulated procurements expected to commence in the next two financial years. £905,308,274 3 8e) and 8f) are based on SPPN 2/2025 Annex A annual procurement report template Page 209 of 408
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APPENDIX 2: REGULATED PROCUREMENTS – COMPLETED 2025/26 CONTRACT TITLE NAME OF THE CONTRACTOR(S) VALUE OF THE CONTRACT CONTRACT START DATE CONTRACT END DATE INCL. EXTENSION FLEXIBLE FRAMEWORK FOR OUTDOOR EDUCATION CENTRES (ENTRY POINT 4) BENMORE OC - CITY OF EDINBURGH COUNCIL, LAGGANLIA OC - CITY OF EDINBURGH COUNCIL £15,500,000 01/06/21 31/05/31 FLEXIBLE FRAMEWORK FOR EARLY LEARNING AND CHILDCARE SERVICES IN NORTH LANARKSHIRE (ENTRY POINT 4) CAROLS CHILDMINDING, HEATHER MCCOLL CHILDMINDING, KIRSTY’S CHILDMINDING SERVICES, MAMA MURPHY’S £60,000,000 01/08/23 31/07/27 TRAFFIC SIGNAL INSPECTION AND MAINTENANCE YUNEX LIMITED £750,000 07/07/25 06/07/30 PROVISION OF MERCHANT ACQUIRING SERVICES (2025-2029) LLOYDS BANK PLC TRADING AS CARDNET £1,341,000 01/07/25 30/06/29 MANAGEMENT SERVICES FOR THE CENTRE CUMBERNAULD GATEHOUSE PROPERTY MANAGEMENT LIMITED £1,630,688 01/10/25 30/09/34 CORPORATE SCANNING STORETEC LTD £450,000 04/04/25 31/03/28 ACTIVE LITERACY STREAMLINE CORPORATE £400,000 14/04/25 13/04/29 DRY RISER INSPECTION SERVICE AND MAINTENANCE M&S FIRE PROTECTION (GLW) LIMITED £100,000 02/06/25 01/06/30 IT CABLING CONTRACT ACI INTEGRATED SOLUTIONS £480,000 15/12/25 14/12/29 LANDFILL LEACHATE REMOVAL SERVICES SCOTTISH WATER HORIZONS LIMITED £438,360 19/05/25 18/05/28 FLOATING HOUSING SUPPORT AND SUPPORTED ACCOMMODATION SERVICES BLUE TRIANGLE (GLASGOW) HOUSING ASSOCIATION LTD, SIMON COMMUNITY SCOTLAND £3,901,373 01/08/25 31/03/28 PROFESSIONAL PROPERTY CONSULTANCY SERVICE BNP PARIBAS REAL ESTATE ADVISORY & PROPERTY MANAGEMENT UK LIMITED, COLLIERS INTERNATIONAL PROPERTY ADVISERS UK LLP, GRAHAM & SIBBALD LLP, SAVILLS COMMERCIAL LIMITED £475,000 03/11/25 02/11/29 ISO CERTIFICATION INTERFACE NRM £185,000 07/07/25 06/07/29 RESPONSIVE BIRTH PARENT SUPPORT THE WHY NOT TRUST £178,580 01/05/25 30/04/28 GARDEN ASSISTANCE SCHEME & AD-HOC GARDEN WORKS 2025-2028, MOTHERWELL THE LANDSCAPING CENTRE T/A IDVERDE £858,732 10/06/25 09/06/29 KERBSIDE COLLECTION OF PAPER AND CARD SAICA NATURE UK LTD £347,298 01/10/25 31/03/29 MULTI FUNCTION DEVICE (MFD) CANON (UK) LTD £3,140,317 31/05/25 09/09/30 PROVISION OF WASTE MANAGEMENT & RECYCLING SERVICES FOR BULKY WASTE MATERIAL (INCLUDING POPS) DIVERSE INVESTMENTS SCOTLAND LTD T/A NEWTOWN WASTE SOLUTIONS £15,720,020 14/10/25 13/10/29 MISSING PERSON SERVICE BARNARDOS £290,000 03/06/25 02/06/29 PURCHASE OF 32 SEAT MINIBUSES WOODALL-NICHOLSON LIMITED T/A MELLOR BUS LIMITED £2,623,140 11/08/25 31/03/26 DIGITAL CONNECTIVITY - SOCIAL BROADBAND TEST THE CHANGE COMMSWORLD LIMITED £1,000,000 01/04/25 01/04/33 REVENUES, BENEFITS AND WORKFLOW SYSTEM CIVICA (UK) LIMITED £4,500,000 01/04/26 31/03/33 Page 210 of 408
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HOUSING SUSTAINMENT DIRECT SUPPORT SIMON COMMUNITY SCOTLAND £150,000 01/08/25 31/07/28 NLC PLAY AREAS SPRING 25 L1 - MOODIESBURN, BARGEDDIE AND EASTFIELD KOMPAN SCOTLAND LIMITED £274,272 19/09/25 18/09/27 NLC PLAY AREAS SPRING 25 L2 - CALDERCRUIX, FORGEWOOD, PETERSBURN AND RENNIE ROAD KOMPAN SCOTLAND LIMITED £429,910 19/09/25 18/09/27 NLC PLAY AREAS SPRING 25 L3 - CAMBUSNETHAN & WAVERLEY DRIVE, CAMBUSNETHAN, JERVISTON AND GREEN END PROLUDIC LIMITED £400,000 24/09/25 23/09/27 NLC OUTDOOR GYMS SPRING 25 L4 - AUCHINLOCH AND CARDOWAN MEADOW PROLUDIC LIMITED £70,000 24/09/25 23/09/27 RESPONSIVE WHOLE FAMILY SUPPORT FOR COMPLEX NEEDS (PLAYPEACE) PLAYPEACE £236,749 25/08/25 24/08/28 BA CHILDHOOD PRACTICE UHI PERTH £73,200 09/09/25 10/09/29 SHERIFF OFFICER SERVICES 2026 - 2030 GRAHAM STEWART & CO, MALCOLM J BOYD SHERIFF OFFICERS £880,000 01/04/26 31/03/30 PROVISION OF UTILITIES - GAS SP2303, ELECTRICITY SP2303, WATER SP2307 TOTALENERGIES, EDF ENERGY LIMITED, BUSINESS STREAM £150,000,000 01/04/24 31/03/28 ADVOCACY FOR CHILDREN WHO CARES? SCOTLAND £980,000 02/03/26 28/02/30 PROVISION OF LAN / SAN HARDWARE SUPPLY & MAINTENANCE 2026-2029 VIRGIN MEDIA BUSINESS LIMITED (TRADING AS VIRGIN MEDIA O2 BUSINESS) £7,994,000 01/04/26 31/03/29 NLC PLAY AREAS AUTUMN 2025 LOT 1 MUGAS BARGEDDIE, CROY, BELLSHILL KOMPAN SCOTLAND LIMITED £239,723 01/03/26 29/02/28 NLC PLAY AREAS AUTUMN 2025 LOT 2 OUTDOOR GYMS MOODIESBURN, NEWARTHILL AND MUIRHOUSE PROLUDIC LIMITED £119,349 01/03/26 29/02/28 NLC PLAY AREAS AUTUMN 2025 LOT 3 PLAY AREAS COLZIUM, HILLSIDE AND GLENBOIG PROLUDIC LIMITED £230,000 01/03/26 29/02/28 NLC PLAY AREAS AUTUMN 2025 LOT 4 PLAY AREAS BELLSHILL KOMPAN SCOTLAND LIMITED £199,994 01/03/26 29/02/28 NLC PLAY AREAS AUTUMN 2025 LOT 5 PLAY AREAS CUMBERNAULD AND SHOTTS KOMPAN SCOTLAND LIMITED £199,624 01/03/26 29/02/28 MACHINE REPAIRS OF BUILDING CLEANING EQUIPMENT DMG FLOORCARE LTD £210,824 16/02/26 23/07/29 VOCATIONAL AND SKILLS BASED INTERVENTIONS 25-29 ACTION FOR CHILDREN, ANGELA HARVEY SALON TRAINING AND EDUCATION, BE-INN UNITY C.I.C., EFFECTIVENOW LTD, ENABLE SCOTLAND (LEADING THE WAY), EQUINOX OUTDOOR TRAINING, FLAVOUR5 LTD, GETTING BETTER TOGETHER LTD, KER TRAINING LTD, LAMH RECYCLE LTD, MERGED EDUCATION, NEXT GENERATION TRAINING LIMITED, NURTURE @ ACADEMY, PHANTOM'S LEGACY, QUALITAS INTERNATIONAL LTD, REMIT GROUP LIMITED, THE LARDER WEST LOTHIAN, THE LENNOX PARTNERSHIP, THE SCOTTISH VOCATIONAL TRAINING FOUNDATION C.I.C., THE VERDANCY GROUP LTD, TIGERS LTD, TRIAGE CENTRAL LIMITED £5,000,000 04/05/26 31/03/28 COMPLEX HOUSING ADVOCACY SHELTER, THE NATIONAL CAMPAIGN FOR HOMELESS PEOPLE LTD £50,500 01/04/26 03/05/30 SUPPLY AND DELIVERY OF 40 X 35 CUBIC YARD OPEN SKIPS SKIP UNITS LIMITED £268,000 19/02/26 31/03/26 Page 211 of 408
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REPLACEMENT TELESCOPE IN AIRDRIE LIBRARY OBSERVATORY (DIGITAL SOLUTION) FIRST LIGHT OPTICS LTD £55,733 02/02/26 31/03/26 DESIGN AND BUILD FOR ST STEPHENS COMMUNITY HUB HUB SOUTH WEST SCOTLAND LIMITED £34,226,361 03/03/25 14/06/27 DESIGN AND BUILD OF EXTENSION TO CHRYSTON HIGH SCHOOL HUB SOUTH WEST SCOTLAND LIMITED £39,029,360 14/04/25 01/09/27 NEW BUILD SOCIAL HOUSING AT GRAHAM STREET, CALEDONIAN ROAD, KINGS STREET AND KINGS HOUSE, ALL IN WISHAW CCG (SCOTLAND) LIMITED £9,980,099 14/04/25 14/06/26 MTC FOR SOLAR PV & RENEWABLE TECHNOLOGIES; 2025-2030 (HO EE 24 034) SALTIRE FACILITIES MANAGEMENT LTD, SURESERVE ENERGY SERVICES LTD £50,000,000 22/07/25 21/07/30 WEBCASTING & ASSOCIATED SERVICES PUBLIC-I GROUP LIMITED £217,912 05/01/26 30/04/28 LIFT REPLACEMENT AND ASSOCIATED WORKS IN 5NO TOWER BLOCKS, NORTH LANARKSHIRE; PHASE 4 (HO TB 24 001) ADL LIFT SERVICES LTD £3,300,000 23/06/25 22/10/27 MEASURED TERM CONTRACT FOR INDEPENDENT GAS SERVICES AUDIT CORGI TECHNICAL SERVICES LTD £180,000 19/05/25 19/05/28 CONVERSION OF KILDONAN ST MUNICIPAL BUILDINGS TO SOCIAL HOUSING AND OFFICES CCG (SCOTLAND) LIMITED £18,416,705 03/03/26 20/04/28 LANARK COUNTY COUNCIL - SWEDISH TIMBERS FULL PROJECT CONSULTANCY APPOINTMENT ATKINSRÉALIS UK LIMITED £208,524 03/04/25 18/08/25 NEW BUILD SOCIAL HOUSING AT BANK STREET, COATBRIDGE CRUDEN PARTNERSHIPS LTD £4,498,247 23/03/26 23/06/27 DUNBETH COURT DEMOLITION DEM-MASTER DEMOLITION LIMITED £5,803,796 24/11/25 03/05/27 UNIX ORACLE SUPPORT HOSTED SERVICES. HFD DATAVITA LTD £379,000 01/08/25 31/07/28 NEW BUILD SOCIAL HOUSING AT NEWTON DRIVE (FORMER ST BRIGID'S PRIMARY SCHOOL), NEWMAINS MCTAGGART CONSTRUCTION LIMITED £8,750,000 19/01/26 22/11/27 BLACKBURN HOUSING CONSULTANCY APPOINTMENT ATKINSREALIS PPS LIMITED £483,108 29/08/25 30/11/27 ITSM SERVICENOW (SNOW SUPPORT & LICENSES) COMPUTACENTER UK LTD £2,506,000 17/01/26 16/01/30 EDUCATION WEB FILTERING SOLUTION SOFTCAT PLC £493,710 02/06/25 01/06/28 CONSULTANT - CIVICA IMPLEMENTATION SUPPORT GRAVITAS RECRUITMENT GROUP LIMITED £200,000 28/07/25 27/08/26 RAVENSWOOD PRIMARY SCHOOL, CUMBERNAULD - RAAC ROOF REPLACEMENT PROCAST BUILDING CONTRACTORS LTD £3,370,659 01/08/25 01/07/26 PURCHASE OF 19 X 3.5T CREWCAB TIPPERS NISSAN MOTOR GB LIMITED £547,636 01/06/25 01/10/25 SUPPLY OF 2 X 15T ROAD SWEEPERS VOLVO TRUCK AND BUS CENTRE NORTH & SCOTLAND £333,328 18/12/25 31/05/26 PURCHASE OF 1 X 32T LORRY MOUNTED CRANE & 2 X 32T RCV HOOKLOADERS LOTHIAN VEHICLE BODYBUILDERS LTD £960,510 22/10/25 21/03/26 SUPPLY OF 6 X PRECINT SWEEPERS BUCHER MUNICIPAL LIMITED £425,000 17/02/26 31/03/26 PURCHASE OF 5 X 17 SEAT ACCESSIBLE MINIBUSES TAXI & BUS CONVERSION LIMITED £411,065 30/06/25 30/09/25 PURCHASE OF 15 X ELECTRIC CARS RENAULT UK LTD £129,069 10/06/25 01/08/25 Page 212 of 408
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PROVISION OF ROUTING WITH ASSOCIATED IN- CAB AND HANDHELD SOLUTION BARTEC MUNICIPAL TECHNOLOGIES LIMITED £482,827 01/01/26 01/01/30 MTC FOR ELECTRICAL UPGRADE WORKS TO NLC LOW RISE BLOCK COMMUNAL AREAS WITHIN NORTH LANARKSHIRE AREA (HO RW 25 029) SALTIRE FACILITIES MANAGEMENT LTD £5,000,000 06/10/25 05/10/29 RESILIENCE SOFTWARE CONTINUITY 2 LTD £99,000 02/04/26 01/04/29 ADOBE ACROBAT LICENSING AGREEMENT SOFTCAT PLC £154,498 30/09/25 30/09/28 NETCALL TELEPHONY SYSTEM ANNUAL SUPPORT & MAINTENANCE NETCALL TECHNOLOGY LIMITED £119,000 19/06/25 18/06/26 ANVIL BLOCK DEMOLITION ENGINEERING CONSULTANT G3 CONSULTING ENGINEERS LTD £98,403 22/09/25 01/02/28 PROVISION OF CASH COLLECTION SERVICES 2025/28 G4S CASH SOLUTIONS (UK) LIMITED £255,000 01/10/25 30/09/28 PANTHEON WEB HOSTING MANIFESTO DIGITAL LIMITED £100,350 10/09/25 09/09/28 PROJECT MANAGER AND QUANTITY SURVEYOR SERVICES FOR GLENBOIG COMMUNITY HUB GARDINER & THEOBALD LLP £673,961 12/01/26 11/01/32 SUPPLY OF 6 X SMALL PANEL VAN RENAULT UK LTD £113,590 29/08/25 30/11/25 DUNBETH/HIGHCOATS & MAXTON DEMO SI G3 CONSULTING ENGINEERS LTD £50,610 18/08/25 09/11/25 AVEPOINT - CLOUD RECORDS MANAGEMENT COMPUTACENTER UK LTD £58,254 24/08/25 23/08/26 PURCHASE OF 12 X 26T RCVS FAUN ZOELLER UK LIMITED £2,989,688 04/08/25 31/12/26 INFORMATION STORAGE SOLUTION REPLACEMENT COMPUTACENTER UK LTD £185,468 01/12/25 30/11/30 REPLACEMENT DISPERSED ALARM UNITS FOR THE COMMUNITY ALARM SERVICE LEGRAND ELECTRIC LIMITED £488,098 18/11/25 21/03/26 MTC INDEPENDENT GAS AUDITS 2026-2029 (HO HT 25 051) MORGAN LAMBERT LIMITED £120,000 11/04/26 10/04/29 UIPATH LICENSING COMPUTACENTER UK LTD £63,871 24/12/25 23/12/26 PROVISION OF BACS PAYMENT SOLUTION ACCESS SYSTEMS (UK) LIMITED £74,700 01/01/26 31/12/28 RAVENSCRAIG ACCESS INFRASTRUCTURE SOUTH (RAIS) – DETAILED DESIGN ATKINS REALIS PPS LTD £889,805 02/03/26 30/11/26 PURCHASE OF 2 X 7.5T CAGE TIPPERS LOTHIAN VEHICLE BODYBUILDERS LTD £164,700 01/12/25 31/03/26 SINGLE BUILDING ASSESSMENTS PILOT BB7 CONSULTING LIMITED £497,543 15/12/25 31/03/26 MTC FOR REPLACEMENT CONTROLLED DOOR ENTRY SYSTEMS AND ASSOCIATED WORKS; 2026-2030 (HO DE 25 060) DM FIRE AND SECURITY £7,000,000 26/04/26 25/04/30 BIZTALK MIGRATION 345 TECHNOLOGY LIMITED £143,300 19/01/26 18/01/27 PATCH MY PC PHOENIX SOFTWARE LTD £109,240 05/02/26 04/02/29 SOCIAL MEDIA MANAGEMENT SOLUTION HOOTSUITE INC. £65,228 06/12/25 05/12/29 VMWARE LICENSING SOFTCAT PLC £87,356 01/01/26 31/12/26 VMWARE LICENSING RENEWAL - SCHOOLS SOFTCAT PLC £60,501 28/03/26 27/03/27 ESRI GIS CONTRACT - 3 YEAR ENTERPRISE ESRI (UK) LIMITED £330,000 01/04/26 31/03/29 Page 213 of 408
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HMS - PROJECT MANAGEMENT GRAVITAS RECRUITMENT GROUP LIMITED £200,000 23/03/26 26/03/27 SMPLICARE COMPUTACENTER UK LTD £169,294 01/04/26 31/03/27 PROVISION OF TRANSPORT OF CHILDREN WITH ADDITIONAL SUPPORT NEEDS - DPS MINI-COMP 1 AWARDS LISTED ON THE COUNCIL WEBSITE £12,557,849 01/08/26 30/06/27 PROVISION OF TRANSPORT OF CHILDREN WITH ADDITIONAL SUPPORT NEEDS - DPS MINI-COMP 2 AWARDS LISTED ON THE COUNCIL WEBSITE £1,323,190 01/08/26 30/06/27 Page 214 of 408
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APPENDIX 3: EXPECTED REGULATED PROCUREMENTS
DURING 2026/27 AND 2027/28
REQUIREMENT TITLE
ESTIMATED
VALUE /
BUDGET
ANTICIPATED
CONTRACT
START DATE
PROPOSED ROUTE TO MARKET
1x 15T ROAD SWEEPERS £173,069 MAY 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK
1x PRECINCT SWEEPER £85,000 JUN 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK
11x PEOPLE CARRIERS £231,000 DEC 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK
12x ELECTRIC VANS £363,255 MAY 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK
15x ELECTRIC VANS £480,000 MAR 28 CALL-OFF FROM A 3RD PARTY FRAMEWORK
16x VANS £355,120 MAY 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK
18x CAGED TIPPERS £630,000 JUL 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK
2x 16T REFUSE COLLECTION VEHICLES (RCV) £340,000 DEC 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK
2x 7.5T REFUSE COLLECTION VEHICLES (RCV) £280,000 DEC 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK
20x ELECTRIC PANEL VANS £480,000 MAR 28 CALL-OFF FROM A 3RD PARTY FRAMEWORK
3x GRAFFITI VEHICLES £246,324 SEP 26 PUBLICLY ADVERTISED COMPETITION
30x 35 CUBIC YARD OPEN SKIPS £270,000 SEP 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK
4x FUEL BOWSERS £84,000 NOV 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK
4x WHEELED BINS £80,000 NOV 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK
4x 60 - 70 SEAT COACHES £1,200,000 MAR 28 STILL TO BE DETERMINED
4x LUTON STYLE VANS WITH TAILLIFT £134,305 JUL 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK
5x ELECTRIC VANS £90,000 FEB 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK
5x 4X4 DOUBLE CAB PICKUP TRUCKS £165,935 JUL 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK
6x ELECTRIC ROLL PACKERS £952,388 JUL 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK
6x 26T REFUSE COLLECTION VEHICLES (RCV) £1,770,000 MAR 28 CALL-OFF FROM A 3RD PARTY FRAMEWORK
6x ARBORIST TIPPERS £162,384 JUL 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK
70x HYBRID CARS £979,757 JUL 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK
8x 26T REFUSE COLLECTION VEHICLES (RCV) £2,500,000 DEC 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK
9x 17 SEAT MINIBUSES £315,000 MAR 28 CALL-OFF FROM A 3RD PARTY FRAMEWORK
ABRONHILL COMMUNITY HUB DESIGN AND BUILD £60,000,000 APR 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK
ABRONHILL COMMUNITY HUB PROJECT MANAGER, QUANTITY
SURVEYING AND PRINCIPAL DESIGNER SERVICES £900,000 DEC 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK
ADMINISTRATION OF ENGAGEMENT AND PARTICIPATION
(SUPPORTED PEOPLE) £720,000 OCT 26 PUBLICLY ADVERTISED COMPETITION
ANNUAL PANTOMIME PERFORMANCES £1,500,000 MAR 28 PUBLICLY ADVERTISED COMPETITION
ARBOR FORESTRY TRAILER £60,000 JAN 27 STILL TO BE DETERMINED
ASBESTOS REMOVAL FROM FLY TIPPING £250,000 MAR 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK
ASN TRANSPORT DYNAMIC PURCHASING SYSTEM £70,000,000 APR 27 PUBLICLY ADVERTISED COMPETITION
ASN TRANSPORT PROVISION 2027 - COMPETITION 1 £12,000,000 AUG 27 MINI-COMPETITION THROUGH A DYNAMIC
PURCHASING SYSTEM ("DPS")
ASN TRANSPORT PROVISION 2027 - COMPETITION 2 £1,000,000 AUG 27 MINI-COMPETITION THROUGH A DYNAMIC
PURCHASING SYSTEM ("DPS")
ASN TRANSPORT PROVISION 2028 - COMPETITION 1 £4,000,000 AUG 28 MINI-COMPETITION THROUGH A DYNAMIC
PURCHASING SYSTEM ("DPS")
ASN TRANSPORT PROVISION 2028 - COMPETITION 2 £1,500,000 AUG 28 MINI-COMPETITION THROUGH A DYNAMIC
PURCHASING SYSTEM ("DPS")
AUDIO VISUAL EQUIPMENT £4,000,000 APR 28 CALL-OFF FROM A 3RD PARTY FRAMEWORK
AUTISM AND NEURODIVERGENCE SUPPORT £85,000 JUN 27 STILL TO BE DETERMINED
BAIL MENTORING SERVICE £51,500 SEP 26 STILL TO BE DETERMINED
BANKING SERVICES £200,000 JUL 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK
BEFRIENDING SERVICE NORTH LANARKSHIRE £400,000 OCT 27 STILL TO BE DETERMINED
BIOMASS HEATING SYSTEM FUEL SUPPLY £475,000 NOV 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK
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BUSINESS APPLICATION SOFTWARE MAINTENANCE AND SUPPORT £145,689 APR 27 STILL TO BE DETERMINED CASH COLLECTION SERVICES £275,000 OCT 28 CALL-OFF FROM A 3RD PARTY FRAMEWORK CASHLESS CATERING SYSTEM AND EQUIPMENT £1,752,140 OCT 27 STILL TO BE DETERMINED CEMETERIES CONSUMABLES (SAND, SOIL TURF) £150,000 JAN 27 STILL TO BE DETERMINED CHILDREN'S RESIDENTIAL SUPPORT £7,500,000 JAN 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK CIVIC EVENTS BEVERAGE SUPPLIES £51,000 OCT 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK CLOUD RECORDS MANAGEMENT £66,013 AUG 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK COATBRIDGE CONNECTIONS STAGE 0-2 SERVICES £65,000 NOV 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK COMBINED BUILDING AND HEIGHT SURVEYS £150,000 OCT 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK COMMITTEE MANAGEMENT ICT SOLUTION £80,000 JUL 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK COMMITTEE MEETING HYBRID AND MICROPHONE SYSTEM MAINTENANCE £100,000 MAY 28 CALL-OFF FROM A 3RD PARTY FRAMEWORK COMMUNITY EQUIPMENT FRAMEWORK AGREEMENT £6,500,000 APR 27 PUBLICLY ADVERTISED COMPETITION COMMUNITY LIVING SUPPORT £1,500,000 JUN 27 PUBLICLY ADVERTISED COMPETITION COMPACTION STREET LITTER BINS AND BIN HOUSINGS £500,000 JAN 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK COMPLEX HOUSING ADVOCACY £70,000 APR 28 CALL-OFF FROM A 3RD PARTY FRAMEWORK CONSULTANCY / PROFESSIONAL SERVICES FOR ENERGY EFFICIENCY WORKS TO VARIOUS STYLE TIMBER PROPERTIES £650,000 DEC 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK CONSULTANCY / PROFESSIONAL SERVICES FOR LIFT UPGRADES (PHASE 6) £120,000 MAR 27 PUBLICLY ADVERTISED COMPETITION CONSULTANCY / PROFESSIONAL SERVICES FOR NEW BUILD HOUSING AT CASTLEHILL ROAD, PHASE 2 £550,000 DEC 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK CONSULTANCY / PROFESSIONAL SERVICES FOR NEW BUILD HOUSING AT COURSINGTON MOTHERWELL £200,000 SEP 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK CONSULTANCY / PROFESSIONAL SERVICES FOR NEW BUILD HOUSING AT ELM CRESCENT, VIEWPARK £125,000 SEP 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK CONSULTANCY / PROFESSIONAL SERVICES FOR NEW BUILD HOUSING AT GLASGOW ROAD, WISHAW £240,000 JUN 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK CONSULTANCY / PROFESSIONAL SERVICES FOR NEW BUILD HOUSING AT GREENFIELD DRIVE, WISHAW £256,000 AUG 28 CALL-OFF FROM A 3RD PARTY FRAMEWORK CONSULTANCY / PROFESSIONAL SERVICES FOR NEW BUILD HOUSING AT JACKSON COATBRIDGE £200,000 SEP 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK CONSULTANCY / PROFESSIONAL SERVICES FOR NEW BUILD HOUSING AT LAW DRIVE, NEWTON HILL £576,000 APR 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK CONSULTANCY / PROFESSIONAL SERVICES FOR NEW BUILD HOUSING AT MAIN STREET, COATBRIDGE £784,000 NOV 28 CALL-OFF FROM A 3RD PARTY FRAMEWORK CONSULTANCY / PROFESSIONAL SERVICES FOR NEW BUILD HOUSING AT MAXTON CRESCENT, WISHAW £125,000 AUG 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK CONSULTANCY / PROFESSIONAL SERVICES FOR NEW BUILD HOUSING AT MCCLUNG COURT COATBRIDGE £576,000 JUN 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK CONSULTANCY / PROFESSIONAL SERVICES FOR NEW BUILD HOUSING AT RENNIE ROAD, KILSYTH £480,000 MAY 28 CALL-OFF FROM A 3RD PARTY FRAMEWORK CONSULTANCY / PROFESSIONAL SERVICES FOR NEW BUILD HOUSING AT WITCHWOOD ROAD, MOTHERWELL £608,000 NOV 28 CALL-OFF FROM A 3RD PARTY FRAMEWORK CONSULTANCY / PROFESSIONAL SERVICES FOR THE REFURBISHMENT OF WELLWYND GARDENS, AIRDRIE £60,000 OCT 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK CONSULTANCY FOR ENERGY EFFICIENCY WORKS TO VARIOUS STYLE TIMBER PROPERTIES £650,000 NOV 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK CONTRACT PROGRESS ANALYST / PROGRAMMERS £420,000 APR 27 STILL TO BE DETERMINED COUNSELLOR FOR CARE EXPERIENCED YOUNG PEOPLE £250,000 APR 27 STILL TO BE DETERMINED COUP CLEARANCE IN CEMETERIES £300,000 APR 27 PUBLICLY ADVERTISED COMPETITION CYBERSECURITY SOLUTION £342,000 OCT 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK DATABASE MANAGEMENT SOFTWARE SUPPORT AND HOSTED SERVICES. £397,950 AUG 28 CALL-OFF FROM A 3RD PARTY FRAMEWORK DECRIMINALISED PARKING ENFORCEMENT BACK OFFICE SOFTWARE £450,000 OCT 26 STILL TO BE DETERMINED DEMENTIA FOCUSED ENGAGEMENT AND RESEARCH £100,000 SEP 26 STILL TO BE DETERMINED DIGITAL CONNECTIVITY - MAIN WORKS £85,000,000 JUN 27 PUBLICLY ADVERTISED COMPETITION Page 216 of 408
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DIGITAL CONNECTIVITY - MAIN WORKS CONSULTANT £480,000 JUN 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK DIGITAL CONNECTIVITY - SENSORS CONSULTANT £50,000 NOV 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK DIGITAL CONNECTIVITY - SENSORS WORKS STILL TO BE DETERMINED OCT 27 STILL TO BE DETERMINED DIGITAL MENTAL HEALTH AND WELLBEING SUPPORT SOLUTION £420,000 MAR 27 STILL TO BE DETERMINED DIGITAL ROAD CONDITION MANAGEMENT SOLUTION £70,000 APR 28 CALL-OFF FROM A 3RD PARTY FRAMEWORK DIRECT PAYMENT SERVICE £450,000 JAN 28 STILL TO BE DETERMINED DISTRESS BRIEF INTERVENTION (DBI) £2,000,000 APR 28 PUBLICLY ADVERTISED COMPETITION DOMESTIC FLOORING £1,750,000 FEB 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK DOMESTIC FURNITURE AND FURNISHINGS £17,250,000 JAN 28 CALL-OFF FROM A 3RD PARTY FRAMEWORK EARLY HELP AND FAMILY SUPPORT £4,300,000 APR 27 PUBLICLY ADVERTISED COMPETITION EARLY LEARNING AND CHILDCARE SERVICES FLEXIBLE FRAMEWORK £60,000,000 AUG 27 PUBLICLY ADVERTISED COMPETITION EAST AIRDRIE LINK ROAD (EALR) SPECIMEN DESIGN £1,700,000 OCT 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK EDUCATION AND OFFICE FURNITURE £1,078,556 OCT 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK EDUCATION MATERIALS £5,470,876 JAN 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK EDUCATION SERVICES FLEXIBLE FRAMEWORK £16,000,000 APR 27 PUBLICLY ADVERTISED COMPETITION ELIGIBILITY ASSESSMENT AND VERIFICATION SERVICE FOR COUNCIL TAX DISCOUNTS AND EXEMPTIONS £300,000 APR 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK EMAIL MARKETING SYSTEM £200,000 JUL 27 STILL TO BE DETERMINED ENTERPRISE CONTRACTS FUTURE DELIVERY MODEL OPTION APPRAISAL CONSULTANCY £350,000 AUG 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK ENVIRONMENTAL SERVICES DATABASE LICENCE, SUPPORT AND MAINTENANCE £500,000 APR 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK EUROCENTRAL STRATEGIC ACTIVE TRAVEL LINKS OPTIONS APPRAISAL AND DETAILED DESIGN SERVICES £200,000 OCT 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK EUROCENTRAL STRATEGIC ACTIVE TRAVEL LINKS PHASE 1 (WORKS) £1,000,000 NOV 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK EUROCENTRAL STRATEGIC ACTIVE TRAVEL PHASE 3: DETAILED DESIGN AND TENDER PREPARATION £200,000 SEP 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK FINANCIAL MANAGEMENT SYSTEM £1,700,000 DEC 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK FIRE CONSULTANCY SERVICES STILL TO BE DETERMINED SEP 27 PUBLICLY ADVERTISED COMPETITION FLEET MANAGEMENT SOLUTION £180,000 JAN 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK FLEET TRACKER SYSTEM £370,000 AUG 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK FLEET WORKSHOP AD HOC REPAIRS AND MAINTENANCE £5,000,000 OCT 27 PUBLICLY ADVERTISED COMPETITION FLEXIBLE OPERATIONAL SUPPORT FOR REVENUES AND BENEFITS SERVICES £300,000 APR 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK FLOATING HOUSING SUPPORT AND SUPPORTED ACCOMMODATION SERVICES £4,300,000 APR 28 STILL TO BE DETERMINED FRESH FRUIT AND VEGETABLES £2,423,598 APR 28 STILL TO BE DETERMINED FRESH MEATS, COOKED MEATS AND FRESH FISH £2,785,000 JUN 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK FROZEN FOODS £12,480,000 OCT 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK FUEL CARDS & ASSOCIATED SERVICES £2,200,000 DEC 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK FURNITURE, FITTINGS & EQUIPMENT (TARGETED INVESTMENT) £5,000,000 DEC 26 PUBLICLY ADVERTISED COMPETITION GAS BOTTLES (INCLUDING NITROUS OXIDE) DISPOSAL £180,000 DEC 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK GLENBOIG COMMUNITY HUB DESIGN AND BUILD £26,600,000 DEC 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK GREENSPACE VISITOR COUNTING SOLUTION £50,000 APR 27 STILL TO BE DETERMINED GROCERIES AND PROVISIONS £8,800,000 JUL 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK HAND TOOLS £300,000 JUL 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK HMS - PROJECT MANAGEMENT £200,000 APR 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK HORTICULTURE SEEDS AND MIXES £300,000 APR 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK HOT BEVERAGES £100,000 APR 27 PUBLICLY ADVERTISED COMPETITION HOUSEHOLD WASTE BINS £1,500,000 NOV 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK HOUSING SUSTAINMENT DIRECT SUPPORT £175,000 AUG 28 PUBLICLY ADVERTISED COMPETITION HR AND PAYROLL SOLUTION - LICENSING AND MAINTENANCE £4,150,062 DEC 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK Page 217 of 408
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INDEPENDENT ICT ADVISORY SERVICES £668,800 OCT 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK INSPECTION AND MAINTENANCE FOR PE AND SPORTS EQUIPMENT £400,000 SEP 26 PUBLICLY ADVERTISED COMPETITION INSURANCE PROVISION £30,400,000 OCT 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK INTELLIGENT EMAIL SECURITY (PREVENT) SOLUTION £195,000 NOV 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK INTELLIGENT EMAIL SECURITY SOLUTION £125,000 NOV 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK INTERACTIVE EDUCATIONAL (CURRICULUM) PLAYGROUND EQUIPMENT £200,000 JAN 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK INTERIM IT STAFF SERVICES CONTRACTORS £122,034 OCT 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK ISO CERTIFICATION £190,000 FEB 28 CALL-OFF FROM A 3RD PARTY FRAMEWORK JANITORIAL PRODUCTS £5,500,000 AUG 28 CALL-OFF FROM A 3RD PARTY FRAMEWORK KENNELLING FOR STRAY DOGS £189,800 SEP 28 PUBLICLY ADVERTISED COMPETITION LANDFILL LEACHATE REMOVAL SERVICES £450,000 MAY 28 CALL-OFF FROM A 3RD PARTY FRAMEWORK LEAD MAINS WORKS £5,000,000 SEP 27 PUBLICLY ADVERTISED COMPETITION LEARNING MANAGEMENT SYSTEM £300,000 OCT 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK LEGAL CASE MANAGEMENT SYSTEM £230,000 OCT 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK LIBRARY BOOKS AND TEXT BOOKS £723,660 JAN 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK LIBRARY MANAGEMENT SYSTEM £250,000 OCT 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK LICENSING SYSTEM £100,000 AUG 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK LIQUID FUELS £5,000,000 APR 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK LOFT, UNDERFLOOR AND CAVITY WALL INSULATION MEASURED TERM CONTRACT £2,000,000 SEP 27 PUBLICLY ADVERTISED COMPETITION MAKING LIFE EASIER WEB-SOLUTION FOR SOCIAL CARE £300,000 AUG 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK MILK £2,750,000 JUL 27 STILL TO BE DETERMINED MOBILE VOICE AND DATA INCLUSIVE OF HARDWARE £1,769,250 MAR 28 CALL-OFF FROM A 3RD PARTY FRAMEWORK MOTHERWELL ROAD, BELLSHILL NEW BUILD HOUSING CONSULTANCY / PROFESSIONAL SERVICES £480,000 NOV 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK MOTHERWELL STATION ACTIVE TRAVEL LINKS WINDMILLHILL STREET/CAMP STREET DESIGN SERVICES £70,000 DEC 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK MOTHERWELL STATON ACTIVE TRAVEL LINKS PHASE 1B WORKS £900,000 OCT 26 STILL TO BE DETERMINED MUIR STREET STREETSCAPE WORKS £300,000 DEC 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK MULTI AGENCY RISK ASSESSMENT CONFERENCE (MARAC) £250,000 JUL 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK NEARER TO NATURE CONSULTANCY SERVICES £75,000 DEC 26 STILL TO BE DETERMINED NEC4 CONTRACT MANAGEMENT SOLUTION £300,000 SEP 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK NEURODEVELOPMENTAL FAMILY SUPPORT £700,000 APR 28 PUBLICLY ADVERTISED COMPETITION NEW BUILD HOUSING AT CASTLEHILL ROAD, GOWKTRAPPLE PHASE 2 £30,000,000 NOV 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK NEW BUILD HOUSING AT COATS STREET, COATBRIDGE (JACKSON TOWER) £14,250,000 JAN 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK NEW BUILD HOUSING AT COURSINGTON, MOTHERWELL £16,000,000 JUL 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK NEW BUILD HOUSING AT DALZELL DRIVE, MOTHERWELL. £6,480,000 OCT 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK NEW BUILD HOUSING AT ELM CRESCENT (FORMER MUIRPARK CARE HOME), VIEWPARK £4,250,000 MAY 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK NEW BUILD HOUSING AT FERN ROAD, MOTHERWELL £6,500,000 NOV 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK NEW BUILD HOUSING AT GARTLEA ROAD (COATS HOUSE), AIRDRIE £5,800,000 APR 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK NEW BUILD HOUSING AT GLENBOIG ROAD (MARNOCH), GLENBOIG £7,500,000 JAN 28 CALL-OFF FROM A 3RD PARTY FRAMEWORK NEW BUILD HOUSING AT HILL STREET, CALDERCRUIX £6,000,000 SEP 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK NEW BUILD HOUSING AT JACKSON, COATBRIDGE £14,250,000 JUL 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK NEW BUILD HOUSING AT LAW DRIVE NEWTON HILL £9,000,000 OCT 28 CALL-OFF FROM A 3RD PARTY FRAMEWORK NEW BUILD HOUSING AT MAIN STREET (ANVIL BLOCK), WISHAW £8,000,000 FEB 29 CALL-OFF FROM A 3RD PARTY FRAMEWORK NEW BUILD HOUSING AT MAIN STREET, COATBRIDGE £12,500,000 JUL 29 CALL-OFF FROM A 3RD PARTY FRAMEWORK NEW BUILD HOUSING AT MAXTON CRESCENT, COLTNESS £4,750,000 MAR 28 CALL-OFF FROM A 3RD PARTY FRAMEWORK NEW BUILD HOUSING AT MILCROFT ROAD, CUMBERNAULD £18,000,000 DEC 29 CALL-OFF FROM A 3RD PARTY FRAMEWORK Page 218 of 408
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NEW BUILD HOUSING AT MOTHERWELL ROAD, BELLSHILL £7,500,000 MAY 29 CALL-OFF FROM A 3RD PARTY FRAMEWORK NEW BUILD HOUSING AT PROSPECTHILL ROAD, RAVENSCRAIG, MOTHERWELL £11,100,000 SEP 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK NEW BUILD HOUSING AT PRSOPECTHILL ROAD, MOTHERWELL £11,100,000 SEP 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK NEW BUILD HOUSING AT TAY STREET, COATBRIDGE (PENTLAND) £4,400,000 JAN 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK NLP CONDITION SURVEY PROGRAMME £350,000 SEP 26 PUBLICLY ADVERTISED COMPETITION NORTH LANARKSHIRE HOMES FIRST FLEXIBLE SUPPORT £950,000 APR 28 PUBLICLY ADVERTISED COMPETITION OCCUPATIONAL HEALTH SERVICES AND EMPLOYEE ASSISTANCE PROGRAMME £2,800,000 JUN 27 STILL TO BE DETERMINED ONLINE KNOWLEDGE RESOURCE LIBRARY £155,000 AUG 27 STILL TO BE DETERMINED ONLINE SCHOOL PAYMENTS SOLUTION £160,000 OCT 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK OPERATING SOFTWARE BACK UP SOLUTION £175,000 MAY 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK OPERATING SOFTWARE LICENSING AGREEMENT £11,427,150 APR 28 CALL-OFF FROM A 3RD PARTY FRAMEWORK PAMIS FAMILY INFORMATION - ADVICE AND SUPPORT SERVICE £80,000 SEP 26 STILL TO BE DETERMINED PAYMENT SOLUTION FOR TOWER LAUNDRIES £50,000 FEB 27 STILL TO BE DETERMINED PEST CONTROL SERVICES FOR DOMESTIC AND CORPORATE PREMISES £2,500,000 APR 28 PUBLICLY ADVERTISED COMPETITION POSTAL SERVICES - HYBRID, SCHEDULED/BULK MAIL (PRINT AND POST) £1,200,000 JUL 27 STILL TO BE DETERMINED POSTAL SERVICES - HYBRID, SCHEDULED/BULK MAIL (PRINT AND POST) (INTERIM ARRANGEMENT) £1,200,000 JUL 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK POSTAL SERVICES - PHYSICAL MAIL £325,000 JUL 27 STILL TO BE DETERMINED POSTAL SERVICES - PHYSICAL MAIL (INTERIM ARRANGEMENT) £325,000 JUL 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK PRE-DEMO ASBESTOS SURVEYS £200,000 DEC 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK PRIMARY & SECONDARY DATA CENTRES £1,500,000 JUN 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK PRIMARY SCHOOL, CUMBERNAULD - SCHOOL REFURBISHMENT £6,500,000 JUL 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK PRIMARY SCHOOL, MOTHERWELL - ROOF, WALL AND WINDOW WORKS £2,100,000 APR 28 STILL TO BE DETERMINED PRIMARY SCHOOL, NORTHERN CORRIDOR - WALL AND WINDOW WORKS £2,700,000 APR 28 STILL TO BE DETERMINED PRIMARY SCHOOL, WISHAW - ROOF, WALL AND WINDOW WORKS £2,600,000 APR 28 STILL TO BE DETERMINED PROCESS MAPPING SOLUTION £90,000 NOV 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK PROVISION OF FIRST AID TRAINING £499,999 MAR 27 PUBLICLY ADVERTISED COMPETITION PUBLIC LIBRARY MANAGEMENT SOLUTION £76,000 NOV 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK RAVENSCRAIG ACCESS INFRASTRUCTURE SOUTH - PHASE 1 WORKS £36,000,000 MAY 27 STILL TO BE DETERMINED RAVENSCRAIG ACTIVE TRAVEL LINKS (MOTHERWELL): MULTIDISCIPLINARY PROJECT SERVICES £94,265 APR 26 STILL TO BE DETERMINED RAVENSCRAIG COMMUNITY HUB SITE FEASIBILITY STUDY £79,779 JUN 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK RECRUITMENT ADVERTISING AND PINS £1,039,000 OCT 27 PUBLICLY ADVERTISED COMPETITION REFRIGERATION CATERING EQUIPMENT £480,000 JUL 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK REFURBISHMENT WORKS AT WHIFFLET AND CALDER TOWERS £18,500,000 MAR 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK REFURBISHMENT WORKS TO BLACKBURN HOUSES IN WISHAW £5,500,000 MAR 27 PUBLICLY ADVERTISED COMPETITION REFUSE SACKS AND BAGS £1,000,000 APR 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK REMOVAL, STORAGE, REDISTRIBUTION AND DISPOSAL SERVICES £450,000 JUL 27 PUBLICLY ADVERTISED COMPETITION RENTAL OF CO-LOCATION DATA CENTRE SERVICES £1,545,000 SEP 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK REPAIR AND MAINTENANCE OF CATERING EQUIPMENT £495,000 MAY 28 CALL-OFF FROM A 3RD PARTY FRAMEWORK RESPONSIVE BIRTH PARENT SUPPORT £200,000 MAY 28 STILL TO BE DETERMINED RESPONSIVE WHOLE FAMILY SUPPORT FOR COMPLEX NEEDS £250,000 AUG 28 STILL TO BE DETERMINED ROAD CORING £200,000 JUN 28 PUBLICLY ADVERTISED COMPETITION ROADS COMPLIANCE TESTING 2026 £170,000 MAY 27 PUBLICLY ADVERTISED COMPETITION ROBOTIC PROCESS AUTOMATION SOFTWARE LICENSING £67,064 DEC 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK SAFE AND TOGETHER FAMILY SUPPORT WORKERS - EARLY INTERVENTION AND PREVENTION MODEL £210,000 JUL 26 STILL TO BE DETERMINED SAFETY AND STABILISATION THERAPEUTIC SUPPORT £100,000 SEP 26 STILL TO BE DETERMINED Page 219 of 408
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SECURE COLLECTION, DESTRUCTION AND DISPOSAL OF
CONFIDENTIAL WASTE £131,973 SEP 26 PUBLICLY ADVERTISED COMPETITION
SECURITY INFORMATION AND EVENT MANAGEMENT (SIEM)
SOLUTION £500,000 NOV 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK
SHERIFF OFFICER SERVICES £0 APR 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK
SIGNAGE, PROMOTION, DISPLAY AND ASSOCIATED SERVICES £2,000,000 MAR 26 PUBLICLY ADVERTISED COMPETITION
SINGLE BUILDING ASSESSMENTS (SBA) PHASE THREE £3,000,000 MAR 27 PUBLICLY ADVERTISED COMPETITION
SKIP SERVICE & REPAIR £150,000 FEB 27 PUBLICLY ADVERTISED COMPETITION
SMOKE DETECTION FOR HOUSES STILL TO BE
DETERMINED JUN 27 PUBLICLY ADVERTISED COMPETITION
SMOKE DETECTION FOR TOWERS, SHELTERED AND AMENITY
BLOCKS £3,000,000 OCT 26 PUBLICLY ADVERTISED COMPETITION
SMPLICARE £170,000 APR 27 STILL TO BE DETERMINED
SPIDERLIFT MOBILE ELEVATING WORK PLATFORM (MEWP) £70,000 DEC 26 STILL TO BE DETERMINED
STAIRWELL CLEANING (CLOSE CLEANING) SERVICES £1,600,000 JAN 28 PUBLICLY ADVERTISED COMPETITION
STRATHCLYDE PARK WATERSPORTS CENTRE REDEVELOPMENT £11,000,000 JAN 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK
STRUCTURAL SURVEYS TO NLC PROPERTIERS (RAAC) - WORKS
SUPPORT £80,000 AUG 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK
SUPPORT FOR PEOPLE AFFECTED BY HUNTINGTON’S DISEASE £400,000 APR 28 STILL TO BE DETERMINED
TACHOGRAPH ANALYSIS SOFTWARE £100,000 MAR 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK
TAXI LICENSE PLATES £80,000 AUG 27 STILL TO BE DETERMINED
TECHNOLOGY ENABLED CARE £500,000 JUL 28 STILL TO BE DETERMINED
TENANTS HOME CONTENTS INSURANCE SCHEME £2,800,000 APR 27 PUBLICLY ADVERTISED COMPETITION
TOTAL LEARNING MANAGEMENT SYSTEM GOVERNMENT (PUBLIC
SECTOR) CATALOGUE INTEGRATION MAINTENANCE £300,000 NOV 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK
TRANSITIONAL PLANNING AND COMPLEX BASED COMMUNITY
SUPPORT PACKAGE £1,020,000 SEP 26 PUBLICLY ADVERTISED COMPETITION
TREASURY MANAGEMENT ADVISORY SERVICES £120,000 JUL 28 PUBLICLY ADVERTISED COMPETITION
TREATMENT, DISPOSAL AND / OR RECYCLING SERVICES FOR
BULKY WASTE MATERIAL (INCLUDING POPS) £16,000,000 OCT 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK
TREATMENT, DISPOSAL AND / OR RECYCLING SERVICES FOR INERT
WASTE AND RUBBLE COLLECTED FROM THE COUNCIL'S HWRC'S £350,000 NOV 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK
TREATMENT, DISPOSAL AND / OR RECYCLING SERVICES FOR
KERBSIDE COLLECTED GLASS, METAL AND PLASTICS £2,400,000 AUG 26 MINI-COMPETITION THROUGH A DYNAMIC
PURCHASING SYSTEM ("DPS")
TREATMENT, DISPOSAL AND / OR RECYCLING SERVICES FOR
KERBSIDE CO-MINGLED FOOD AND GARDEN WASTE £3,000,000 OCT 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK
TREATMENT, DISPOSAL AND / OR RECYCLING SERVICES FOR
WOOD COLLECTED FROM THE COUNCIL'S HWRC'S £60,000 OCT 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK
UTILITIES - WATER £10,000,000 APR 28 CALL-OFF FROM A 3RD PARTY FRAMEWORK
UTILITIES MONITORING AND TARGETING DATABASE £300,000 MAY 27 PUBLICLY ADVERTISED COMPETITION
VEHICLE CCTV SOFTWARE £60,000 FEB 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK
VEHICLE PARTS £3,200,000 MAR 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK
VIRTUALISATION PLATFORM SOFTWARE LICENSING - CORPORATE £91,724 JAN 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK
VIRTUALISATION PLATFORM SOFTWARE LICENSING - EDUCATION £63,526 MAR 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK
WASHROOM SOLUTIONS £500,000 MAY 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK
WATERCOOLERS AND ASSOCIATED SUPPLIES AND SERVICES £250,000 APR 27 STILL TO BE DETERMINED
WEB FILTERING SOLUTION - CORPORATE £523,933 MAR 28 CALL-OFF FROM A 3RD PARTY FRAMEWORK
WEB FILTERING SOLUTION - EDUCATION £518,396 JUN 28 CALL-OFF FROM A 3RD PARTY FRAMEWORK
WEB HOSTING SOLUTION £100,000 SEP 28 CALL-OFF FROM A 3RD PARTY FRAMEWORK
WEBCASTING AND ASSOCIATED SERVICES £220,000 MAY 28 CALL-OFF FROM A 3RD PARTY FRAMEWORK
WEEDKILLING OUTSOARING SOLUTION £500,000 APR 27 CALL-OFF FROM A 3RD PARTY FRAMEWORK
WHITE WINTER SALT £75,000 DEC 26 CALL-OFF FROM A 3RD PARTY FRAMEWORK
WOODLAND AND FORESTRY OPERATIONAL FRAMEWORK - SITE
AUDITS £75,000 APR 26 PUBLICLY ADVERTISED COMPETITION
WORKWEAR, FOOTWEAR AND PERSONAL PROTECTION
EQUIPMENT (PPE) £3,600,000 OCT 28 CALL-OFF FROM A 3RD PARTY FRAMEWORK
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EARLY LEARNING AND CHILDCARE SERVICES (ENTRY POINT 2028) £0 AUG 28 PUBLICLY ADVERTISED COMPETITION EDUCATION SERVICES (ENTRY POINT 2028) £0 APR 28 PUBLICLY ADVERTISED COMPETITION SELF DIRECTED SUPPORT INCLUDING CARE AT HOME (ENTRY POINT 2027) £0 SEP 27 PUBLICLY ADVERTISED COMPETITION SELF DIRECTED SUPPORT INCLUDING CARE AT HOME (ENTRY POINT 2028) £0 SEP 28 PUBLICLY ADVERTISED COMPETITION VOCATIONAL AND SKILLS BASED INTERVENTIONS (ENTRY POINT 2027) £0 MAY 27 PUBLICLY ADVERTISED COMPETITION VOCATIONAL AND SKILLS BASED INTERVENTIONS (ENTRY POINT 2028) £0 MAY 28 PUBLICLY ADVERTISED COMPETITION Page 221 of 408
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North Lanarkshire Council Report Finance and Resources Committee Does this report require to be approved? ☐ Yes ☒ No Ref REB/NMcK Date 02/09/26 Freedom of Information (Scotland) Act 2002 (FOISA) and Environmental Information (Scotland) Regulations 2004 (EIRs) - Annual Performance Report 2025/26 From Rachel Blair, Chief Officer (Legal, Democratic and Strategy) E-mail BlairR@northlan.gov.uk Executive Summary This report provides an overview of the Council's performance in fulfilling its statutory obligations under the Freedom of Information (Scotland) Act 2002 (FOISA) and the Environmental Information (Scotland) Regulations 2004 (EIRs) during financial year 2025/26. It outlines the volume and nature of information requests received, performance against statutory timescales, the outcomes of internal reviews and appeals, and the actions being taken to strengthen the Council's FOI/EIR arrangements. The Council experienced its highest ever volume of information requests during 2025/26, reflecting a continued upward trend in public engagement with information rights legislation and an increasing expectation of openness and accountability in public services. Despite this sustained demand, the Council maintained a high level of performance, responding to 98% of requests within statutory timescales. This places the Council within the Scottish Information Commissioner's benchmark for excellent performance and demonstrates the effectiveness of the existing arrangements for managing information requests across the organisation. The outcomes of internal reviews and appeals provide further assurance regarding the quality and robustness of the Council's decision-making processes. The majority of internal reviews upheld the original response either wholly or in part, while appeals to the Scottish Information Commissioner remained low and, where concluded, predominantly supported the Council's approach. Nevertheless, the increase in review activity during the reporting period highlights the importance of continuing to strengthen consistency and quality in initial responses and ensuring that opportunities for organisational learning are fully utilised. The operating environment for FOI and EIR continues to evolve. The publication of the revised Section 60 Code of Practice in March 2026, together with emerging challenges associated with increasingly complex and AI-assisted requests, has reinforced the need to demonstrate robust governance, effective records management and a proactive approach to transparency. Against this backdrop, the Council has commenced a broader programme of service improvement aimed at enhancing compliance, strengthening corporate ownership of FOI/EIR responsibilities and improving the experience of requesters. This includes the development of updated policies and procedures, improvements to performance Item 11 Page 223 of 408
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monitoring arrangements, enhanced staff training and awareness activity, greater emphasis on proactive publication, and a review of operational processes to ensure they remain efficient, resilient and aligned with current good practice. Overall, this report provides assurance that the Council continues to perform strongly in meeting its statutory obligations whilst recognising the importance of ongoing improvement to respond effectively to increasing demand, evolving regulatory expectations and changing patterns of information requests. Recommendations It is recommended that Finance and Resources Committee: (1) Acknowledge the contents of the Annual Freedom of Information and Environmental Information Regulations Report for 2025/26, including trends in request volumes, response performance, and the outcomes of internal reviews and appeals; (2) Acknowledge the Council's strong performance in responding to FOI and EIR requests within statutory timescales, noting that 98% of responses were issued within the required 20 working day period, representing performance within the Scottish Information Commissioner's benchmark for excellent practice; (3) Acknowledge the continued low number of appeals to the Scottish Information Commissioner and the generally favourable outcomes, providing assurance on the quality and robustness of decision-making; (4) Acknowledge the increase in internal review activity, and the introduction of enhanced performance monitoring, including a dedicated internal review performance indicator to support quality assurance and continuous improvement; (5) Acknowledge emerging operational challenges, including increasing request complexity and the growing prevalence of AI-assisted requests, and note the actions being taken to manage these effectively; (6) Acknowledge the publication of the revised Section 60 Code of Practice (March 2026) and the Council’s ongoing work to align policies, procedures, and operational practice with updated statutory guidance; and (7) Acknowledge the ongoing FOI Service Review and improvement programme, including strengthened governance, improved operational processes, enhanced training, and expanded proactive publication. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Page 224 of 408
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1. Background 1.1 FOISA and the EIRs provide a statutory right of access to recorded information held by Scottish public authorities. FOISA applies to all recorded information held by the Council, while the EIRs apply specifically to environmental information, including matters such as land use, emissions, planning, and environmental impact. 1.2 The Council is generally required to respond to valid FOI/EIR requests within 20 working days, either by providing the information requested or explaining why it is exempt or excepted from disclosure. 1.3 Where requesters are dissatisfied with a response, they may request an internal review. If dissatisfaction persists, they may appeal to the Scottish Information Commissioner (SIC), who has statutory powers to investigate and issue binding decisions. 1.4 FOI/EIR functions are delivered by the FOI Team within Legal, Democratic and Strategy, which is responsible for processing requests, advising services, and ensuring compliance with statutory duties and guidance. 2. Report Information Request Volumes and Trends 2.1 In 2025/26, the Council received 1,939 FOI/EIR requests, comprising 1,444 FOI requests and 495 EIR requests. This represents the highest annual total recorded and continues a sustained upward trend in demand. Chart 1 and Chart 2 illustrate long-term and quarterly trends respectively. 2.2 This increase reflects broader national patterns of rising engagement with information rights legislation and heightened public expectations regarding transparency. While this places additional pressure on operational capacity, it also demonstrates continued public confidence in the FOI framework. 2.3 A total of 1,953 requests were responded to during the year, including carry-forward cases. Of these, 1,921 (98%) were responded to within statutory timescales. The 32 late responses were primarily attributable to delays in receiving information from services, with no evidence of systemic issues or concentration within specific service areas. Types of Requests 2.4 Requests covered a wide range of topics reflecting both operational Council activity and wider public interest. As in previous years, there was a clear correlation between media coverage and FOI demand, with subjects such as garden waste charges, infrastructure issues, and high-profile local events generating increased interest. 2.5 An emerging trend during 2025/26 was the increasing prevalence of requests generated with the assistance of artificial intelligence tools. While these requests remain valid under FOISA and the EIRs, they are often broader, more complex, and less precise, increasing the need for clarification and interpretation. This trend is also associated with an increase in follow-up correspondence, including requests for internal review. Page 225 of 408
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Outcome of Requests 2.6 Of all requests responded to: • 790 (40%) were fully disclosed; • 744 (38%) were partially disclosed; • 184 (9%) were refused; and • 235 (12%) confirmed no information was held. 2.7 Overall, 79% of requests resulted in at least partial disclosure. 2.8 Where information was withheld, this reflected the application of statutory exemptions and exceptions designed to balance transparency with legal obligations relating to privacy, confidentiality, and the effective conduct of public affairs. Tables 1 and 2 set out the most frequently applied provisions under FOISA and the EIRs. Table 1 FOISA Exemption Number of Requests Applied To Section 12 - Excessive cost of compliance 97 Section 14 – Vexatious 2 Section 18 – Neither confirm or deny 5 Section 25 – Otherwise accessible 177 Section 26 - Disclosure prohibited by enactment 2 Section 27 - Repeated request 1 Section 30 - Prejudice to the effective conduct of public affairs 8 Section 33 - Prejudice to commercial interests 14 Section 35 - Prejudice the prevention or detection of crime 8 Section 36(1) - Confidentiality of communications 3 Section 36(2) - Breach of confidence 2 Section 38(1)(a) - Personal data of applicant 22 Section 38(1)(b) - Third party personal data 122 Section 39(2) - Environmental information 495 Table 2 EIR Exceptions Number of Requests Applied To Regulation 10(4)(b) – Costs 43 Regulation 10(4)(b) - Vexatious 3 Regulation 10(4)(e) - Internal communications 2 Regulation 10(5)(d) - Confidentiality of proceedings 6 Regulation 10(5)(e) - Confidentiality of commercial or industrial information 5 Regulation 10(5)(g) - Protection of the Environment 3 Regulation 11(1) - Personal data of applicant 2 Regulation 11(2) - Third party personal data 77 Regulation 11(6) - Neither confirm or deny 1 Page 226 of 408
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Reviews and Appeals 2.9 The Council received 53 internal review requests in 2025/26, representing 2.7% of total requests and remaining below the national average of approximately 3%. While this represents a relatively small proportion, there has been a gradual upward trend over recent years. 2.10 Of the 51 completed reviews: • 78% upheld the original decision (fully or partially); • 20% overturned the original decision; and • 2% related to procedural failure to respond 2.11 The majority of original decisions were therefore confirmed as robust. 2.12 Only four appeals were submitted to the Scottish Information Commissioner during the year. Of these, two were withdrawn, one was deemed frivolous, and one remains under investigation. This low level of escalation provides additional assurance regarding the quality and defensibility of Council decision-making. Performance Analysis 2.13 The Council's performance during 2025/26 demonstrates a mature and resilient approach to meeting its statutory obligations under FOISA and the EIRs. Despite receiving the highest number of information requests in any reporting year, the Council maintained a statutory compliance rate of 98%, placing performance within the Scottish Information Commissioner's benchmark for excellent practice. The sustained level of performance is particularly noteworthy when viewed alongside the changing nature of information requests. While overall request volumes continue to increase, the complexity of requests has also evolved. Officers are increasingly managing requests spanning multiple service areas, requiring extensive searches of electronic records, complex consideration of exemptions and exceptions, and engagement with third parties where consultation is required. This reflects a broader shift in public expectations around transparency and access to information. 2.14 A notable emerging trend has been the increasing use of artificial intelligence tools to generate information requests. Whilst such requests remain entirely valid under FOISA and the EIRs, they are frequently characterised by broader wording, increased scope and greater complexity than traditional requests. In many cases this has resulted in additional clarification exercises, larger volumes of information requiring assessment, and increased requests for internal review where applicants seek further explanation regarding the application of exemptions or interpretation of their request. 2.15 The Council has also experienced an increase in requests seeking information relating to governance, decision-making processes, procurement activity and contractual arrangements. Such requests frequently require careful consideration of competing public interests, statutory exemptions, legal professional privilege and data protection considerations, reinforcing the importance of robust governance arrangements and consistent decision-making. 2.16 Whilst responsibility for coordinating compliance rests with the central FOI Team, successful performance continues to rely upon effective engagement from all Council services. Timely identification of relevant information, effective records management and a clear understanding of statutory responsibilities remain fundamental to maintaining compliance. The performance achieved during 2025/26 therefore reflects Page 227 of 408
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not only the effectiveness of the FOI Team but also the growing organisational maturity of information governance arrangements across the Council. 2.17 The increase in internal review requests, whilst remaining below the national average, provides an important opportunity for organisational learning. Review outcomes are now being analysed thematically to identify recurring issues, improve consistency of responses and inform guidance, training and process improvements. This reflects a shift from viewing internal reviews solely as a statutory requirement towards recognising them as an important quality assurance and continuous improvement mechanism. 2.18 The Council continues to experience very low levels of appeal to the Scottish Information Commissioner. Together with the outcomes of completed investigations, this provides independent external assurance that the Council's interpretation and application of FOISA and the EIRs is generally robust, proportionate and well founded. 2.19 Overall, the Council remains well positioned to respond effectively to increasing demand and evolving regulatory expectations. Nevertheless, maintaining this level of performance cannot be assumed. Continued investment in governance, performance monitoring, training, records management and proactive publication will be essential to ensuring that compliance remains resilient in an increasingly complex operating environment. FOI Reform and Regulatory Development 2.20 The wider legislative and regulatory environment surrounding freedom of information continues to evolve. During the reporting period the Scottish Information Commissioner published a revised Section 60 Code of Practice under the Freedom of Information (Scotland) Act 2002. The revised Code represents a significant development in expectations placed upon Scottish public authorities and provides strengthened guidance on achieving effective compliance with FOISA and the EIRs. 2.21 The revised Code places greater emphasis on leadership, governance and organisational culture, recognising that effective compliance extends beyond the administration of individual requests. It reinforces the importance of corporate ownership of information rights, robust records management, proactive publication of information, continuous improvement and the use of performance information to inform decision-making. The revised Code also encourages authorities to adopt a more strategic approach to compliance by embedding information rights within wider governance arrangements, ensuring clear accountability for performance and demonstrating continuous learning from complaints, internal reviews and decisions of the Scottish Information Commissioner. 2.22 Alongside the revised Code, the Council continues to monitor wider developments within the freedom of information landscape, including emerging case law, Commissioner guidance, developments in artificial intelligence and digital information management, and proposals for legislative reform. Although legislative proposals considered by the Scottish Parliament during the reporting period did not proceed, they demonstrate continued national focus on transparency, public accountability and strengthening access to information rights. Collectively, these developments reinforce the importance of maintaining a modern and adaptable FOI service capable of responding effectively to increasing public expectations whilst continuing to support good governance across the Council. Page 228 of 408
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FOI Service Review and Improvement Programme 2.23 Recognising the changing legislative, regulatory and operational environment, the Council has commenced a comprehensive review of its FOI and EIR arrangements. The review is intended to ensure that the Council's governance framework, operational procedures and performance management arrangements continue to reflect recognised good practice and the expectations contained within the revised Section 60 Code of Practice. The review extends beyond the administration of individual information requests and seeks to strengthen the Council's overall approach to information rights, embedding FOI and EIR compliance as a corporate responsibility across all Council services. Governance and Corporate Oversight 2.24 A key element of the review is strengthening governance arrangements and clarifying organisational accountability for FOI and EIR compliance. This includes reviewing reporting arrangements, enhancing management oversight and ensuring that performance information supports effective corporate decision-making. The review recognises that compliance with information rights legislation is dependent upon effective engagement across all Council services and that responsibility for compliance extends beyond the central FOI Team. Scottish Information Commissioner's Self-Assessment Framework 2.25 As part of the improvement programme, the Council is considering the application of the Scottish Information Commissioner's Self-Assessment Framework. The Framework provides a structured methodology for assessing organisational maturity across a range of themes including leadership, governance, records management, operational effectiveness, learning and continuous improvement. Completion of the Framework will enable the Council to benchmark its current arrangements against recognised good practice, identify areas for further development and establish a prioritised improvement plan to support future service development. Policy and Procedural Review 2.26 The Council is reviewing its existing operational procedures and guidance to ensure alignment with the revised Section 60 Code of Practice. This includes consideration of introducing a Corporate Freedom of Information and Environmental Information Policy to establish a consistent corporate framework for compliance, clarify responsibilities across services and promote a consistent approach to responding to requests. Operational guidance, templates and standard procedures are also being reviewed to improve consistency, quality assurance and auditability. Performance Management and Business Intelligence 2.27 Work is underway to enhance management information through the development of a comprehensive Power BI performance dashboard. The dashboard will provide real- time monitoring of: • request volumes; • statutory compliance; • overdue requests; • internal review activity; • review outcomes; Page 229 of 408
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• appeals to the Scottish Information Commissioner; • exemption and exception usage; • service performance; and • emerging trends. 2.28 This enhanced performance reporting will improve management oversight, enable earlier intervention where performance issues emerge and support evidence-based service improvement. Quality Assurance and Organisational Learning 2.29 The Council is strengthening quality assurance arrangements to support greater consistency in decision-making. This includes thematic analysis of internal reviews, regular sampling of completed requests, learning from Scottish Information Commissioner decisions and identification of recurring issues requiring additional guidance or training. These arrangements are intended to ensure that lessons learned are systematically captured and translated into service improvements. Training and Awareness 2.30 A revised training programme is being developed to support officers, managers and elected members. The programme will reinforce statutory responsibilities, improve understanding of exemptions and exceptions, promote consistency in decision-making and increase awareness of the revised Section 60 Code of Practice. Targeted training will also be developed for officers involved in managing complex requests, environmental information requests and requests generated through artificial intelligence tools. Records Management and Information Governance 2.31 Effective FOI compliance is dependent upon effective records management. The review therefore includes closer integration with wider information governance arrangements to improve records management practices, support efficient information retrieval and strengthen compliance with both FOISA and data protection legislation. Proactive Publication 2.32 The Council is placing increased emphasis on proactive publication of information through its Publication Scheme. Expanding routinely available information will improve transparency, reduce repeat requests and support a more efficient use of Council resources by making commonly requested information readily accessible. Collectively, these improvements will strengthen governance, improve consistency and ensure the Council remains well placed to respond effectively to future legislative, technological and operational developments. Action Plan 2026/27 2.33 During 2026/27 the Council will continue to deliver a structured programme of improvement designed to strengthen compliance with FOISA and the EIRs, support implementation of the revised Section 60 Code of Practice and enhance organisational capability. Priority actions include: • completion of the Scottish Information Commissioner's Self-Assessment Framework and development of an associated improvement plan; Page 230 of 408
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• consideration of the introduction of a Corporate Freedom of Information and Environmental Information Policy to establish a consistent corporate framework for compliance; • review and update of operational procedures, guidance and template responses to reflect current legislation, Commissioner guidance and recognised good practice; • implementation of enhanced Power BI performance reporting to provide improved management information, trend analysis and corporate oversight; • introduction of strengthened quality assurance arrangements, including thematic review of internal reviews, sampling of completed requests and systematic learning from Scottish Information Commissioner decisions; • delivery of an enhanced programme of awareness and training for officers, managers and elected members; • continued development of the Council's Publication Scheme and proactive publication arrangements to improve transparency and reduce repeat requests; • development of guidance to support the consistent management of increasingly complex and AI-assisted requests; • strengthening links between FOI, records management and wider information governance arrangements to improve information retrieval and organisational resilience; and • continued monitoring of emerging legislative developments, Commissioner guidance and national good practice to ensure the Council's arrangements remain current and effective. Conclusion 2.34 The Council has maintained strong performance in managing FOI and EIR requests during 2025/26, achieving high levels of compliance despite record demand. Decision- making remains robust, with low appeal rates and predominantly favourable outcomes at both internal review and Commissioner level. 2.35 At the same time, the increasing volume and complexity of requests, alongside evolving technological and regulatory developments, present ongoing challenges. The Council’s response through its FOI Service Review and improvement programme demonstrates a clear commitment to continuous improvement, enhanced transparency, and strengthened corporate governance. 2.36 Overall, this report provides assurance that the Council continues to meet its statutory obligations effectively while actively adapting its systems, processes, and capabilities to ensure it remains well positioned to deliver a modern, efficient, and user-focused FOI service. 3. Measures of success 3.1 Success during 2026/27 will be measured not only through continued statutory compliance but also through the Council's progress in strengthening organisational Page 231 of 408
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maturity and embedding a culture of openness and accountability. Performance indicators will include: • maintaining statutory compliance with FOISA and the EIRs within the Scottish Information Commissioner's benchmark for excellent performance; • maintaining internal review and appeal rates at levels that demonstrate the quality and robustness of initial decision-making; • completion of the Scottish Information Commissioner's Self-Assessment Framework together with implementation of identified improvement actions; • implementation of enhanced Power BI reporting and performance monitoring arrangements; • completion of the review of policies, procedures and operational guidance to align with the revised Section 60 Code of Practice; • measurable improvements in proactive publication and accessibility of information; • increased organisational awareness through delivery of enhanced training and guidance; and • continued evidence of learning and continuous improvement through quality assurance activity, internal review outcomes and decisions of the Scottish Information Commissioner. 3.2 Additional indicators will include maintaining internal review rates below the national average, improving proactive publication of information, and demonstrating measurable improvements in consistency, timeliness, and service quality over time. 4. Supporting documentation None. Rachel Blair Chief Officer (Legal, Democratic and Strategy) Page 232 of 408
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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? The report relates directly to the Council's statutory duties under the Freedom of Information (Scotland) Act 2002 and the Environmental Information (Scotland) Regulations 2004. It also reflects the publication of the revised Section 60 Code of Practice (March 2026) and outlines the Council's programme of work to ensure continued alignment with statutory guidance, regulatory expectations and emerging good practice. Page 233 of 408
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5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☒ No ☐ The Council processes limited personal data in administering FOI and EIR requests and associated internal reviews in accordance with its statutory functions. This processing forms part of established operational arrangements and is carried out in compliance with UK GDPR and the Data Protection Act 2018. If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The report outlines a programme of continuous improvement which includes enhanced Power BI performance reporting, strengthened management information, improved operational processes, greater integration with information governance and records management arrangements, and consideration of the impact of AI- assisted requests on service delivery. These developments support digital transformation and continuous service improvement. 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 supports the Council's commitment to openness and transparency through continued development of the Publication Scheme, increased proactive publication of information and improved public access to information. These measures contribute to the Council's wider communications and engagement objectives. Page 234 of 408
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5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Failure to maintain effective FOI and EIR arrangements could result in non- compliance with statutory obligations, regulatory intervention by the Scottish Information Commissioner, reputational damage and reduced public confidence in the Council's governance arrangements. These risks are managed through corporate governance arrangements, central oversight by the FOI Team, performance monitoring, enhanced reporting through Power BI, completion of the Scottish Information Commissioner's Self-Assessment Framework, ongoing quality assurance, staff training and implementation of the FOI Service Improvement Programme. Relevant operational risks are monitored through the Legal, Democratic and Strategy Service Risk Register and wider corporate governance arrangements. 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 235 of 408
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North Lanarkshire Council Report Finance and Resources Committee Does this report require to be approved? ☒ Yes ☐ No Ref REB Date 02/09/26 Strategic Performance Framework - Latest Performance Results for Legal, Democratic and Strategy From Rachel Blair, Chief Officer (Legal, Democratic and Strategy) E-mail BlairR@northlan.gov.uk Executive Summary Legal, Democratic and Strategy is a strategic corporate support service within the Chief Executive's Service and provides the governance, legal, democratic, strategic planning, assurance and resilience framework that underpins the effective operation of North Lanarkshire Council. The Service plays a critical role in ensuring that the Council operates lawfully, transparently, ethically and efficiently, supporting sound decision-making, effective governance, public accountability and the successful delivery of The Plan for North Lanarkshire. The Service provides the corporate infrastructure through which the Council fulfils many of its statutory responsibilities and constitutional obligations. It enables the Council, its Committees and Elected Members to discharge their functions effectively while ensuring compliance with an increasingly complex legislative and regulatory environment. Through the provision of expert legal advice, democratic governance, information governance, strategic planning, corporate performance, organisational assurance and resilience functions, the Service safeguards the Council's legal, financial and reputational interests whilst supporting continuous improvement, innovation and organisational transformation. The Chief Officer (Legal, Democratic and Strategy) fulfils the statutory role of Monitoring Officer under the Local Government and Housing Act 1989 and is responsible for ensuring that the Council, its Members and officers act in accordance with the law and the Council's constitutional framework. The Chief Officer also undertakes the corporate role of Senior Information Risk Owner (SIRO), providing strategic leadership for information governance, information risk management and cyber resilience across the Council, while leading the Council's corporate governance, strategic planning and organisational assurance arrangements. The Service delivers a diverse portfolio of specialist professional functions that are fundamental to the effective governance and operation of the Council. These include: • Provision of comprehensive legal services across all areas of Council business, including commercial and property, litigation, employment, licensing, social care, education, planning, governance and public law. • Leadership and oversight of the Council's governance, constitutional, democratic and decision-making arrangements, ensuring transparency, accountability and compliance with statutory and regulatory requirements. Item 12 Page 237 of 408
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• Strategic planning, corporate performance management, organisational improvement and assurance activities that support delivery of The Plan for North Lanarkshire, Best Value and continuous improvement. • Democratic services supporting the Council, Committees, Panels, Boards, elected Members and Community Councils, together with executive, civic and protocol functions. • Delivery of statutory elections, electoral registration support and democratic processes for UK Parliamentary, Scottish Parliamentary and Local Government elections and referenda. • Administration of licensing, registration, regulatory and quasi-judicial functions on behalf of the Council, Licensing Board and Regulatory Committee. • Leadership of the Council's information governance framework, including data protection, freedom of information, environmental information, public records management, transparency obligations and information rights. • Corporate resilience, emergency planning, business continuity, disaster recovery, information security, cyber resilience and protective security arrangements to ensure the Council can respond effectively to significant incidents and maintain delivery of critical services. • Development and maintenance of corporate governance, risk management and assurance frameworks, including oversight of the Annual Governance Statement, organisational assurance, corporate complaints governance and external scrutiny. • Strategic policy development, partnership working and support for corporate transformation programmes, ensuring that governance, legal and strategic considerations are embedded within major Council initiatives. The Service works collaboratively across all Council Services, Arms-Length External Organisations, Community Planning Partners, regulators, and national agencies to promote effective governance, organisational resilience, continuous improvement and the delivery of high-quality public services. Through its combination of statutory, professional and strategic functions, the Service provides independent advice, assurance and leadership that enables the Council to meet its legal obligations, manage risk effectively and deliver its priorities with confidence. Performance management and organisational assurance are embedded within the Service's management arrangements. Performance is reviewed as a standing item at the four-weekly Senior Management Team meeting, chaired by the Chief Officer, where progress against key performance indicators, strategic objectives, service improvement actions and corporate priorities is considered. This structured approach enables early identification of emerging risks and performance issues, supports informed decision- making and resource allocation, and reinforces a culture of accountability, continuous improvement and high-quality service delivery. In addition, the Service is undertaking a programme of performance framework enhancement to ensure that key performance indicators remain relevant, meaningful and aligned to evolving service delivery models. This includes strengthening measures relating to service responsiveness, client service standards, efficiency, compliance performance and digital capability. The development of enhanced performance indicators will support improved transparency, benchmarking and evidence-based decision-making across all areas of the Service. A new case management and digital enablement system, scheduled for implementation from late 2026, will further enhance the quality, consistency and availability of performance data across legal, governance and information management functions. This will enable more sophisticated reporting of demand, throughput, turnaround times and service outcomes, and support continuous improvement across the Service portfolio. Page 238 of 408
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1. Background 1.1 There are six inter-related strategic frameworks which are key to evaluating the success of The Plan for North Lanarkshire and assessing delivery towards achieving the overall vision by ensuring each stage is appropriately aligned, planned, guided, implemented, monitored, and governed. 1.2 The six frameworks focus on ensuring a corporate one council approach in respect of Policy, Governance, Performance, Self-Evaluation, Project Management, and Demonstrating Improved Outcomes for Communities. 1.3 The Strategic Performance Framework comprises performance measurement at three levels. This aims to collectively provide an overview of performance to help understand the impact of council activities on improving services and outcomes for the people and communities of North Lanarkshire. The measures in this Framework allow for day-to- day activities, and progress towards achieving the long-term vision set out in The Plan for North Lanarkshire, to be regularly monitored, reported, assessed, and scrutinised. 1.4 The Strategic Performance Framework is aligned to the Accounts Commission’ Statutory Direction which places a requirement on councils to ensure clear, balanced, and effective reporting on how well services are performing that includes (i) comparisons of performance over time and between councils, and (ii) shows how well local outcomes are being improved. For information, the council’s comparative performance in Local Government Benchmarking Framework (LGBF) indicators can be viewed through the Improvement Service’s online dashboard: https://www.improvementservice.org.uk/benchmarking/explore-the-data 1.5 A Performance Reporting Schedule supports the timely submission of a range of performance information to ensure fully informed review, reporting, scrutiny, and decision-making processes by Elected Members and senior management. This Schedule, endorsed by the Audit and Scrutiny Panel each year, includes Chief Officer’s individual Performance Reviews at Service Committees in line with the Strategic Performance Framework. Overall, the Service provides a critical enabling and assurance function for the Council, ensuring that governance, legal compliance, democratic accountability and organisational resilience are effectively maintained, while supporting the Council’s ambition to deliver high-quality, efficient and citizen-focused public services. Recommendations It is recommended that the Finance and Resources Committee: (1) Review the high-level performance overview presented in Appendix 1 and identify where further information is required to understand or investigate performance further. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Page 239 of 408
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1.6 This report therefore presents the Finance and Resources Committee with the latest performance results for the Legal, Democratic and Strategy service for Members’ further review and scrutiny. 2. Strategic Performance Framework Finance and Resources Committee responsibilities 2.1 In line with the terms of reference outlined in the Scheme of Administration, the Finance and Resources Committee is responsible for monitoring and reviewing performance information for the following Ambition Statements from The Plan for North Lanarkshire. 21. Continue to identify and access opportunities to leverage additional resources to support our ambitions. 25. Ensure intelligent use of data and information to support fully evidence-based decision making and future planning. 2.2 The high-level performance overview in Appendix 1 presents Members with a summary of the latest results for performance indicators relating to the services that sit within the remit of the Chief Officer (Legal, Democratic and Strategy). 2.3 The information in Appendix 1 comprises the undernoted. Appendix 3 provides additional context in respect of the council’s approach to the measurement of indicators and setting of targets. • An ideal direction arrow - this indicates whether a higher or lower figure is the preferred direction of travel. • Measurement unit - for example whether the result is a %, a number, a unit cost (in £), or a ratio. • Performance results for the most recent financial years (depending on availability of data) along with the latest year’s target and corresponding RAG status (for indicators where it is appropriate to set targets). • The most recent quarterly results, along with the corresponding target and RAG status. Note the inclusion of this information is dependent on the measurement frequency of the indicator and availability of data as at the time of reporting. • A trend graph - this captures the direction of travel achieved over the years and includes the most recent monthly or quarterly results where available. • Comments - narrative summarising the current position and providing an explanation for any significant variations in performance. Where applicable, this narrative also highlights any internal or external factors impacting on service delivery as well as any residual effects of the pandemic, e.g. any increase or decrease in the volume of transactions or enquiries processed. Current context 2.4 The performance information presented in Appendix 1 should be considered within the A higher figure is better A lower figure is better Key to RAG status Green Performance is on target and/or within acceptable thresholds Red Performance does not meet target and is outwith acceptable thresholds Blue Performance surpasses the target and exceeds expectations Page 240 of 408
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context of significant organisational and service developments during 2025/26 which have strengthened the Council's corporate governance, assurance and performance management arrangements. 2.5 Following the appointment of the Chief Officer in April 2025, a review of the Service structure and operating model was undertaken to bring together legal, democratic, strategic planning, performance, governance, information governance and corporate resilience functions within a single integrated corporate support service. The revised structure has strengthened strategic alignment across these interdependent disciplines, improved organisational resilience and enabled greater consistency in governance, assurance and corporate oversight. 2.6 During the same period, responsibility for the Senior Information Risk Owner (SIRO) function transferred to the Chief Officer strengthening corporate leadership of information governance, cyber resilience and information risk management. The Chief Officer also assumed the role of Chair of the Data Governance Board, with revised governance arrangements implemented during 2025/26 to clarify the respective roles of the Data Governance Board and the Data Management and Compliance Group. These changes have enhanced strategic oversight of information governance, strengthened corporate accountability and improved assurance to Corporate Management Team and Elected Members. 2.7 Following the integration of the Strategy function into Legal and Democratic, as approved by the Policy and Strategy Committee in December 2025, a comprehensive review of the Service's performance framework was undertaken. The review considered the relevance, effectiveness and maturity of the existing indicators against the expanded responsibilities of the Service, the Council's Strategic Performance Framework, Best Value requirements and recognised principles of good corporate governance. 2.8 The review concluded that, whilst the existing indicators continued to provide assurance in relation to statutory compliance, they did not fully reflect the breadth of the Service's responsibilities nor provide sufficient information regarding service quality, responsiveness, efficiency, customer experience or organisational performance. Accordingly, a revised performance framework has been developed which broadens the range of measures used to assess performance and provides a more balanced view of how the Service delivers value to the organisation. 2.9 The revised framework, set out in Appendix 2, extends performance reporting beyond statutory compliance and incorporates indicators across a number of key themes, including service demand, productivity, efficiency, quality, responsiveness, customer experience and continuous improvement. New measures are being developed to support reporting on client service standards, including acknowledgement and response times for requests for legal and governance advice, turnaround times for key work types, customer satisfaction with the services provided, compliance with agreed service standards, quality assurance outcomes and the effective prioritisation of work according to statutory requirements, legal risk and corporate priorities. 2.10 The framework will also strengthen the Council's ability to understand demand across the Service by introducing measures relating to case volumes, workflow management, resource utilisation, external legal expenditure, productivity, service capacity and digital performance. These indicators will provide management with richer information to support workforce planning, resource allocation, service redesign and continuous improvement. Page 241 of 408
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2.11 The implementation of a new corporate legal and governance case management system during late 2026 will represent a significant step forward in the Service's performance reporting capability. As the system becomes operational, additional management information will become available to support more sophisticated performance reporting, including live workflow management, case progression, average completion times, demand forecasting, service responsiveness, productivity, client satisfaction and performance against agreed service standards. These measures will be introduced progressively as the functionality of the system develops and will further strengthen evidence-based management and committee reporting. 2.12 Collectively, these developments represent a significant enhancement in the Council's approach to managing and reporting the performance of Legal, Democratic and Strategy and will ensure that future reporting provides Members with a more comprehensive understanding of statutory compliance, operational effectiveness, service quality, customer experience and the contribution the Service makes towards delivering Best Value. Recent Performance Highlights 2.13 Overall, the Service has continued to demonstrate strong performance across a number of statutory functions during 2025/26. In particular, performance in relation to Freedom of Information, Environmental Information Regulations, and data protection compliance continues to compare favourably against statutory requirements and national expectations. These areas are subject to external scrutiny by regulators including the Scottish Information Commissioner and the Information Commissioner and continue to provide assurance regarding the quality, accuracy and effectiveness of service delivery. 2.14 The Service has also strengthened its governance arrangements during the year through enhanced oversight of information governance, implementation of revised corporate governance structures and the development of a more mature performance management framework. Alongside maintaining compliance with statutory requirements, the focus for 2026/27 will be on broadening the performance framework to include measures which demonstrate the quality, efficiency and responsiveness of the Service from both an organisational and customer perspective. 2.15 The Service will work with internal clients to establish appropriate client service standards and measurable performance expectations. This will include the development of target response times, service level expectations for different categories of work, client satisfaction measures, quality assurance arrangements and monitoring of performance against agreed standards. These measures will support continuous improvement while ensuring that finite professional resources continue to be directed towards statutory obligations, high-risk matters and the Council's corporate priorities. Areas of Performance Requiring Improvement 2.16 The performance exceptions identified within Appendix 1 have been reviewed as part of the wider performance framework review and do not indicate deterioration in service delivery. 2.17 The red status relating to the proportion of staff hours spent delivering legal services reflects the introduction of a revised calculation methodology during 2025/26 rather than a reduction in operational performance. The revised methodology provides a more accurate measure of productive legal time and aligns directly with the calculation used Page 242 of 408
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for the cost per hour of delivering legal services, ensuring consistency across financial and operational reporting. As historical data based on the revised methodology is not yet available, existing targets no longer provide a meaningful comparator. Revised baseline performance and future targets will therefore be established following a sufficient period of trend analysis and are expected to be introduced from 2027/28. 2.18 Similarly, the indicator relating to Children's Panel expenses has been reviewed as part of the annual performance framework review. Whilst originally introduced to monitor administrative processing, the indicator has limited strategic value, is not linked to a statutory performance requirement and does not provide meaningful information regarding service quality, effectiveness or organisational outcomes. It has therefore been agreed that this measure will be removed from the performance framework from 2026/27, allowing greater focus on indicators which provide stronger evidence of statutory compliance, customer service, operational performance and continuous improvement. 2.19 The annual review process will continue to ensure that all performance indicators remain relevant, proportionate and aligned with the evolving responsibilities of the Service, with obsolete measures removed and new indicators introduced where these better demonstrate service performance and organisational outcomes. Next Steps 2.20 As outlined in paragraph 1.5, the Council's Strategic Performance Framework is supported by a Performance Reporting Schedule which establishes the arrangements for the systematic reporting of statutory, service and corporate performance information to the appropriate committee throughout the year. This ensures that performance is subject to regular Member scrutiny and provides assurance in relation to governance, accountability, legislative compliance and the delivery of Best Value. 2.21 During 2026/27, Members will receive a programme of statutory and corporate reports covering the principal functions of Legal, Democratic and Strategy. One of these reports has already been presented during the current reporting cycle, with the remaining reports scheduled in accordance with the committee timetable: Report Description Committee Committee Cycle for Report Licensing Board Annual Functions Report This report provides an overview of the Board’s operation and how it has exercised its statutory functions, including its adherence to the five licensing objectives and its Statement of Licensing Policy. The report also summarises licensing activity and decision-making during the year and sets out information on licences in force across the Board’s area. Licensing Board Cycle 2 of 2026 Freedom of Information Annual Report This report provides an update of the number of Freedom of Information (FOI) and Environmental Information Requests (EIR) received by the council during the previous financial year and those completed by the statutory deadlines as well as the number of internal reviews and appeals to the Scottish Information Commissioner processed. Finance and Resources Committee Cycle 3 of 2026 Annual data protection report This reports on the council’s data protection compliance and activity for the latest financial year in line with the General Data Protection Regulation (GDPR) and the Data Protection Act 2018 (DPA) Finance and Resources Committee Cycle 3 of 2026 Page 243 of 408
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which came into force on 25 May 2018. The report is from the council’s Data Protection Officer (DPO) and provides an update, following the introduction of legislation, in relation to data sharing, breaches, complaints, and training. This report includes performance information in line with the annual review of data sharing agreements. Senior Information Risk Owner (SIRO) Annual Report The SIRO has ownership of the council’s information risk policy, and acts at the strategic level as the advocate of information assurance and risk. Good practice in information governance requires an annual information governance and performance overview report to be presented to senior management and Elected Members outlining the council’s information governance arrangements, performance, and compliance against key expectations and requirements. This report aims to provide assurances that information risks are being effectively managed to ultimately enable the council to comply with legislative requirements and good practice. It sits alongside the data protection annual report by the council’s Data Protection Officer (DPO). Finance and Resources Committee Cycle 3 of 2026 Registration Service Performance This report provides an update on the performance of the registration service, for the latest calendar year. The performance of the Registration Service provided is monitored annually by the District Examiners from National Records of Scotland (NRS). Production of this report relies on the timely receipt of the respective performance data from the NRS. Finance and Resources Committee Cycle 4 of 2026 Performance in Handling Complaints The Scottish Public Services Ombudsman Act 2002 provides the legislative basis for the Scottish Public Services Ombudsman (SPSO) to publish Model Complaints Handling Procedures for bodies under its jurisdiction. Since it was implemented in 2013, the council has implemented the Local Authority Model Complaints Handling Procedure (CHP). The council also manages performance in terms of complaints handling and provides an annual report in order to fulfil the requirements of good governance. Audit and Scrutiny Panel Cycle 4 of 2026 2.22 Collectively, these reports provide detailed assurance on the Council's performance across key statutory responsibilities including freedom of information, data protection, information governance, registration services, licensing and complaints handling, together with the discharge of the Chief Officer's responsibilities as Monitoring Officer and Senior Information Risk Owner where appropriate first-time quality, digital service utilisation, corporate resilience preparedness, programme assurance, and continuous improvement activity. These measures will strengthen performance management arrangements, provide greater transparency and accountability, and support evidence- based decision-making, resource planning and continuous service improvement. 2.23 In parallel, the service will continue to develop and mature its corporate performance framework following the integration of Strategy, Improvement and Governance into the service. The revised portfolio of performance indicators set out in Appendix 2 represents the first stage of this development and will continue to evolve during Page 244 of 408
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2026/27. As improved management information becomes available, particularly through the implementation of the new case management system and wider digital improvements, additional measures will be incorporated to provide a more comprehensive assessment of service performance, demand, productivity, quality, customer experience and value for money. 2.24 This will include the development of client service standards and associated performance measures across the legal, governance and corporate support functions, enabling the service to report not only on statutory compliance but also on the quality, timeliness and effectiveness of services provided to Members, officers, partners and the public. Subject to consultation with stakeholders and approval through the Council's performance management arrangements, future reporting will progressively incorporate measures such as response times to requests for legal advice and information governance support, turnaround times for legal instructions and committee services, client satisfaction, service demand and capacity, first-time quality, digital service utilisation, corporate resilience preparedness, programme assurance, and continuous improvement activity. These measures will strengthen performance management arrangements, provide greater transparency and accountability, and support evidence-based decision-making, resource planning and continuous service improvement. Conclusion 2.25 Legal, Democratic and Strategy performs a diverse range of statutory, governance and corporate leadership functions which are fundamental to ensuring that the Council operates lawfully, effectively, transparently and in accordance with the principles of good governance and Best Value. The breadth of the service means that no single performance measure can adequately reflect its overall effectiveness. Accordingly, performance must be assessed through a balanced framework of statutory compliance, operational efficiency, quality, customer service, organisational assurance and continuous improvement. 2.26 The performance information presented in this report demonstrates that the service continues to perform well across the majority of its core functions, while also identifying areas where performance measures and reporting arrangements will continue to mature. The integration of Strategy, Improvement and Governance within the service, together with strengthened corporate responsibilities for information governance, organisational assurance and resilience, provides an opportunity to develop a more comprehensive and strategically aligned performance framework. 2.27 The revised portfolio of performance indicators set out in Appendix 2 represents the first stage of this development. During 2026/27, the framework will continue to evolve through the introduction of enhanced management information, improved digital capability and the development of client service standards and performance measures that better reflect service quality, responsiveness, customer experience, productivity and value for money. This will strengthen performance management arrangements, improve transparency and accountability, and provide Members with richer evidence to support scrutiny, resource allocation and strategic decision-making. 2.28 The programme of statutory and corporate reports scheduled throughout the year will complement the high-level performance overview contained within this report by providing detailed assurance across the service's principal functions, ensuring that Members continue to receive comprehensive oversight of the Council's governance, legal, democratic, information governance, resilience and strategic improvement responsibilities. Collectively, these arrangements will support continuous improvement, Page 245 of 408
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effective corporate governance and the Council's ongoing commitment to delivering Best Value for the communities of North Lanarkshire. 3. Measures of success 3.1 Measures of success include: • Regular oversight and monitoring of performance across the organisation to gain assurances in terms of governance and accountability. • Regular review and challenge processes to scrutinise the performance of the council to ensure effective use of resources and that resources are directed in accordance with agreed policy and according to priorities, while ensuring sound decision making and clear accountability for the use of resources in achieving improved outcomes for service users and the local community. • Performance monitoring, management, and reporting arrangements that support the demonstration of improved performance in local services and outcomes, and the delivery of Best Value. 4. Supporting documentation 4.1 Appendix 1 - High-level performance overview. 4.2 Appendix 2 - Chief Officer (Legal, Democratic and Strategy) - Portfolio of performance indicators as at June 2026. 4.3 Appendix 3 - Note for information in respect of performance indicators and targets. Rachel Blair Chief Officer (Legal, Democratic and Strategy) Page 246 of 408
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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? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ Page 247 of 408
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5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 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 report supports the Council’s performance management arrangements by providing oversight of service performance. Failure to monitor performance effectively could affect service delivery and governance. Performance is monitored through established service management and governance arrangements, with risks managed through the appropriate service risk register where applicable. 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 248 of 408
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Appendix 1 Legal, Democratic and Strategy High-level performance overview – to 31 March 2026 Page 249 of 408
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Appendix 2 Chief Officer (Legal, Democratic and Strategy) - Portfolio of performance indicators as at April 2026 To support: (a) Internal service monitoring and management in respect of efficiency of service processes, volume and demand, future planning and areas requiring improvement. (b) Corporate reporting and scrutiny in line with the Strategic Performance Framework to meet Best Value and CIPFA corporate governance requirements. (c) Ongoing oversight by the Data Governance Board in line with their remit to ensure the council “Has appropriate data governance performance measures in place to assess effectiveness and compliance, with regularly monitoring and reporting processes in place to ensure Board oversight and inform continuous improvement where required.” Note: While Subject Access Request (SAR) indicators are shown as effective from April 2026, relevant performance data had already been captured and reported in previous years in line with Information Commissioner’s Office requirements. The inclusion of the full SAR suite from April 2026 therefore represents a formalisation, with these indicators now incorporated into the Chief Officer’s corporate performance portfolio for broader council reporting. Section Indicator title Existing indicators already in place prior to 2025/26 year-end reporting Governance and Information Freedom of information - % of requests responded to within 20 working days Data protection - number of data breaches Data protection - number of data breach near misses Data protection - number of data breaches reported to the Information Commissioner’s Office Data protection - number of data breaches reported to the Information Commissioner’s Office within 72 hours Data protection - number of data breaches reported to Legal within 24 hours Legal services - hours spent delivering legal services as a percentage of all staff hours in the service Legal services - cost per hour of providing the council’s legal service function Legal services - £ spend on external legal advice/counsel as a proportion of all spend on legal services Governance and Business Services Education placing appeals hearings - % acknowledged within 5 working days Education placing appeals hearings - % heard within 28 calendar days Education placing appeals hearings - % decision notifications made within 14 calendar days Page 252 of 408
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Section Indicator title Registration of events - % of entries without errors Strategy Project management quality assurance - % of assessments demonstrating compliance with a Green RAG status. Web content freshness - % of pages due for review in the quarter that were reviewed and updated within the timeframe. New indicators introduced into the portfolio from 1st April 2026 Governance and Information Freedom of information reviews - number of reviews undertaken and number upheld and not upheld Subject Access Requests - % of requests responded to within the statutory timescales (within 1 calendar month from date of receipt or within 3 calendar months for requests deemed as complex) Subject Access Requests - number of requests overdue at each month end Subject Access Requests - average number of days the council takes to complete a Subject Access Request Subject Access Requests - % of requests received that are completed per reporting period. Subject Access Requests - % of requests provided in an alternative or accessible format, where requested. Subject Access Requests - % of requests whereby internal reviews are requested Subject Access Requests - % of internal reviews that were undertaken that resulted in an outcome of upheld (in full or part) Subject Access Requests - % of complaints made to the Information Commissioner’s Office in respect of SARs that were upheld Subject Access Requests - % of complaints made to the Information Commissioner’s Office in respect of other matters (not SARs) that were upheld Subject Access Requests - % of council officers involved in the SARs process who have completed the mandatory Data Protection training Subject Access Requests - % of extensions applied and notified within statutory deadline Data protection schedule 2 requests - number of requests received for reviews as a proportion of all requests received Data protection schedule 2 requests - % of internal reviews that were undertaken that resulted in an outcome of upheld Data protection schedule 2 requests - % number acknowledged within an internally determined timescale Data protection schedule 2 requests - % number responded to within an internally determined timescale Page 253 of 408
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Section Indicator title People, Regulatory and Litigation Permanence reports - % returned to Social Work with comments within 28 days of receipt by allocated solicitor Adults with Incapacity - % of applications accepted for warranting without being returned for amendment Temporary tenancies - % of temporary tenancy actions that were lodged within 7 working days Commercial property arrears - % of actions for the recovery of property and rent arrears commenced by service of irritancy notice within 14 days of expiry of the pre-irritancy notice period Commercial and Property Council buy back - % of acquisitions completed within 12 weeks of initial instruction Council buy back - % of offers issued within 7 working days of complete legal instructions Strategy Analytical capability and usage - number of assigned Power Bi roles. Analytical capability and usage - number of assigned Power Bi active users. Analytical outputs - number of actively used published datasets and reports. Analytical training uptake - number of staff who have completed approved Power BI training modules within the reporting period. User support requests - % of user support requests received and responded to within agreed timescales. Data maturity - organisational data maturity score following assessment. Page 254 of 408
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Appendix 3 Note for information in respect of performance indicators and targets It should be noted that the nature of particular areas of service being measured in order to assess and manage performance do not always lend themselves to a traditional approach to either measuring performance or setting targets, for example: • Some indicators (and targets) are required to monitor performance against a commitment or minimum standard the council has made in advance to achieve a stated level of performance when delivering a service. • Some indicators (and targets) are required to assess compliance with legislative requirements. • Some targets represent the level of performance that the council aims to achieve from a particular activity in either the short, medium, or long- term. • Some indicators are needed to help present a complete picture of performance in the round, as a single performance indicator used in isolation rarely tells the whole performance story and a range of indicators are required to reflect the economic, efficient, and effective aspects of demonstrating best value. • Some indicators and targets can help to support accountability to the public in terms of demonstrating best value and an efficient and effective approach to the delivery of services. • Some indicators are monitored to ensure the council complies with specific requirements, such as information governance or health and safety. • Some indicators are monitored to provide added context in order to help interpret performance results or supplement other existing measures. Information such as this can be critical to enhance knowledge and decision making in terms of demand to help determine priorities and allocate resources. • For some indicators it is not appropriate to set targets as it is the trend in the data (i.e. the direction of travel) that provides more meaningful information to allow for an assessment in relation to whether performance has improved. • Some indicators are national benchmarking indicators where their purpose is to allow for comparisons with other councils and the national average. These benchmarks are, in essence, can openers designed to focus questions on why variations in cost and performance are occurring between similar councils. • Some indicators are proxy measures, particularly in the case of measuring outcomes, as without directly measurable data for a desired outcome the only alternative is to use a proxy that is an indirect measure of the desired outcome but which is itself strongly correlated to that outcome. Page 255 of 408
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North Lanarkshire Council Report Finance and Resources Committee Does this report require to be approved? ☐ Yes ☒ No Ref GT/PH Date 02/09/26 Revenue and Benefits Update From Greg Telfer, Chief Officer (Finance and Technology) E-mail TelferG@northlan.gov.uk Executive Summary This report provides an update on the performance within the Revenues and Benefits functions of Finance as at 30 June 2026. Key points to note include: • As at 30 June 2026, 28.90% of Council Tax due for 2026/27 had been collected. This is a very slight decrease of 0.2% for the same period last financial year (29.10% was collected). • Non-Domestic Rates collection has shown a slight decrease from the same period last year from 20.90% to 19.69% as at 30 June 2026. • The Service continues to meet statutory timescales for administering benefits applications and changes of circumstance. Recommendations It is recommended that the Finance and Resources Committee: (1) Acknowledge the content of the report. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (21) Continue to identify and access opportunities to leverage additional resources to support our ambitions Programme of Work Statutory / corporate / service requirement Item 13 Page 257 of 408
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1. Background 1.1 The Finance & Technology Service is responsible for the administration and collection of all local taxation in North Lanarkshire in the form of Council Tax and Non Domestic Rates. 1.2 In addition, the Service administers a number of benefits for residents of North Lanarkshire including Housing Benefit, Council Tax Reduction, Scottish Welfare Fund, Discretionary Housing Payment, Free School Meals, Clothing Grants, Education Maintenance Allowance and Blue Badges 2. Report Council Tax 2.1 The graph below shows the cash collected at 30 June for each financial year. It is worth noting that cash is allocated to specific Council Tax years so the graph represents cash received against the initial billing year (i.e. billed and received in 2026/27) and does not include cash collected in subsequent years (i.e. billed in 2025/26 but received in 2026/27). This ensures a like for like comparison. 2.2 The collection figure to 30 June in the 2026/27 financial year of 28.90% is 0.2% lower than the same period last financial year. 2.3 It should be noted that in-year collection of Council Tax is a Statutory Performance Indicator. However, it does not reflect the overall collection rate of Council Tax which includes collection of prior year arrears. This latter measure has a greater bearing on the Council’s finances and is reflected in the regular budget monitoring reports to Committee. 0.00 5.00 10.00 15.00 20.00 25.00 30.00 35.00 40.00 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27Percentage of annual billing collected (%) Financial Year Council Tax Collection Rate at 30 June Page 258 of 408
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Non Domestic Rates (NDR) 2.4 The following graph shows the cash collected at 30 June for each financial year: 2.5 The collection figure to 30 June in the 2026/27 financial year is 19.69%. This represents a decrease of 1.21% compared to the same time period in 2025/26. Housing Benefits 2.6 The data below highlights the Statutory Performance Indicators measuring the speed of processing for new Housing Benefit claims and for changes in circumstances. The table below shows the cumulative figures for the 2026/27 financial year. Days to Process 2026/27 2025/26 DWP Processing Target New Claims 16 16 < 30 days Change of Circumstances 7 7 < 16 days 2.7 The Service continues to meet DWP targets aligned to the statutory requirements for the speed of processing of both new claims and changes of circumstances. 2.8 Members should note that the Department for Work and Pensions (DWP) has now completed the migration of North Lanarkshire residents from legacy benefits to Universal Credit (UC). As a result, the Housing Benefit caseload is now largely limited to pension-age claimants and households residing in temporary or specified accommodation, with housing costs for most working-age claimants being administered directly through UC by the DWP. 2.9 While this has led to a significant reduction in the overall Housing Benefit caseload, it has also resulted in an increased administrative focus on Council Tax Reduction (CTR). Changes to a claimant's UC entitlement continue to require assessment by the Benefits Team to determine any consequential impact on CTR entitlement. Subsequently, although Housing Benefit claims have reduced, the administration of CTR has increased, with ongoing changes in UC circumstances generating a significant volume of work for the Service. 0 5 10 15 20 25 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27Percentage of annual billing collected (%) Financial Year Non Domestic Rates Collection Rate at 30 June Page 259 of 408
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Council Tax Reduction Scheme 2.10 As at 30 June a total of £30.218m in Council Tax Reduction has been awarded for the 2026/27 financial year. This compares to £29.140m to the same period during 2025/26, representing an increase of £2.078m (7.13%). 2.11 The Service received 1,577 new applications between 1 April and 30 June 2026, which is the same as those received for the same period in the last financial year. 2.12 The Service continues to process a significant volume of changes in circumstances notifications. Between 1 April and 30 June 2026, a total of 54,645 changes were processed compared to 57,841 during the same period of the previous financial year, representing a decrease of 5.52%. While there has been a reduction in overall volumes, the level of demand remains substantial. The Service continues to explore and develop digital solutions and process improvements to increase efficiency, reduce manual intervention where appropriate, and ensure staff resources are targeted towards more complex customer enquiries and areas of greatest need. Discretionary Housing Payments (DHP) 2.13 From 1 April 2017 funding for DHP has been devolved to Scottish Government. Scottish Government funding continues to support the mitigation of the Bedroom Tax and Benefit Cap, as well as providing support to households experiencing financial hardship through discretionary awards. 2.14 Members should note that the Other Funding shown in the table below comprises £0.460m for non-bedroom tax and non-benefit cap related issues, together with £0.004m carried forward from 2025/26 additional Housing Emergency Action Plan funding to support homelessness initiatives. In addition, further funding has been awarded for 2026/27 through the Child Poverty Action programme, which is specifically targeted at the private rented sector, with families impacted by Local Housing Allowance (LHA) restrictions identified as the priority group. 2.15 As at 30 June 2026, expenditure against all DHP funding streams is progressing as expected. The majority of expenditure continues to relate to the mitigation of the Bedroom Tax, with dedicated funding also available for Benefit Cap mitigation, wider discretionary awards and Child Poverty initiatives. 2.16 The table below shows the funding available and current spend as at 30 June: Funding Stream Funding Available (£m) Paid/Committed (£m) % utilised Bedroom Tax mitigation 6.450 5.366 83.2% Benefit Cap Mitigation 0.935 0.036 3.9% Other funding 0.464 0.218 47% Child Poverty Funding 0.659 0.033 5% TOTAL 7.424 5.653 76.1% Page 260 of 408
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2.17 As in previous years, the Service will continue to liaise with colleagues in Housing and Housing Associations to encourage applications to the fund. In addition, the Service will also liaise with Universal Credit claimants affected by the benefit cap who could possibly be eligible for the mitigation. Scottish Welfare Fund 2.18 The Council has administered the Scottish Government’s Scottish Welfare Fund (SWF) since 1 April 2016. 2.19 The Scottish Government provides North Lanarkshire Council with an annual Scottish Welfare Fund (SWF) allocation of £2.760 million. The total SWF budget available for 2026/27 is £3.199 million, comprising the annual allocation and a carry-forward balance from 2025/26. The carry-forward arose from additional one-off Scottish Government funding received in January 2026 that was not fully utilised by year-end. 2.20 Members will recall that, following receipt of this additional funding, the Council revised its assessment criteria to include applications meeting the Medium priority threshold. This allows awards to be considered where there is a less immediate or severe need, applicants are moderately vulnerable, the absence of an award would have a moderate impact on health and wellbeing, and the grant is expected to have a noticeable positive effect. Scottish Welfare Fund applications are assessed by trained staff in accordance with statutory guidance. Where an application is unsuccessful, applicants are signposted to alternative sources of support available within the community. 2.21 There are two grant schemes and their relative performance during 2026/27 and prior year comparison is as follows: Applications assessed Awards Acceptance rate Grant Type 2026/27 2025/26 Change 2026/27 2025/26 Change 2026/27 2025/26 Crisis Grants 5,193 4,563 +13.8% 3,862 3,505 +10.2% 74.4% 76.8% CCG 1,184 907 +30.5% 920 588 +56.5% 77.7% 64.8% Total 6,377 5,470 +16.6% 4,782 4,093 +16.8% 75.0% 74.8% 2.22 As at 30 June 2026, Scottish Welfare Fund grant awards totalled £1.04 million, representing 33% of the total budget available for 2026/27. The underspend carried forward from 2025/26 has now been fully utilised, and expenditure is being met from the 2026/27 award budget. The Fund will continue to operate at Medium priority; however, expenditure will be closely monitored throughout the year to ensure this remains sustainable and that sufficient funding is available to meet applicant need over the remainder of the financial year 2.23 During the first quarter of 2026/27, the Scottish Welfare Fund has seen an increase in demand across both grant schemes of 13.8% for crisis applications and 30.5% for Community Care Grant (CCG) applications. Grant awards increased by 16.8% while the overall acceptance rate remained stable at 75.0%. The most significant increase was within Community Care Grants, where applications rose by 30.5% and awards increased by 56.5%. This reflects the Council's decision to assess applications at Medium priority. Page 261 of 408
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2.24 The Service continues to perform well against the timescales set out in Scottish Government guidance. Crisis Grant applications have largely been assessed within the two-working-day target throughout the reporting period. Community Care Grant processing times have also improved, with applications now being assessed comfortably within the 15-working-day target. The Service continues to prioritise and fast-track applications linked to homelessness in support of the Council's wider Rapid Rehousing Transition Plan and Housing First objectives. Clothing Grants and Free School Meals 2.25 The Finance Service administers Clothing Grant payments and applications for Free School Meals on behalf of the Council for families meeting low-income eligibility criteria. 2.26 Up to 30 June the Service administered and paid out 7,742 Clothing Grants and awarded 7,138 Free School Meal applications. 2.27 Following a request from Education and Families, responsibility for the administration of Education Maintenance Allowances (EMA) has transferred to the Service. This builds on the successful integration of Free School Meals and Clothing Grant administration in previous years. The immediate priority is to ensure EMA applications continue to be processed efficiently and within required timescales under existing arrangements. Once the transfer is fully embedded, a review will be undertaken to identify opportunities to modernise and streamline processes, including the introduction of enhanced digital solutions and automation where appropriate. The aim is to improve processing times, reduce administrative burdens, and ensure staff resources on delivering support and intervention where it adds greatest value. Blue Badges 2.28 The Finance Service administers the Blue Badge scheme in accordance with Scottish Government guidance. The eligibility criteria means that some are automatically entitled to a Blue Badge. In other cases, the Council assesses an individual’s eligibility which may include the requirement for a mobility assessment and meeting a healthcare professional. 2.29 As at 30 June, the Service administered 3,152 Blue Badge applications with 2,308 awarded (73.22% award rate). Over the same period in the 2025/26 financial year the Service administered 3,074 applications with 2,467 awarded (80.25% award rate). 2.30 Scottish Government guidance states that applicants should receive a decision on their application in around 12 weeks. The Council is currently reaching a decision within 7 weeks. 3. Measures of success 3.1 Continuous improvement in processing and collection rates. 4. Supporting documentation Greg Telfer Chief Officer (Finance and Technology) Page 262 of 408
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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 263 of 408
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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 264 of 408
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North Lanarkshire Council Report Finance and Resources Committee Does this report require to be approved? ☐ Yes ☒ No Ref GT/VR/FC/DC Date 02/09/26 Revenue Monitoring Report Council Summary 1 April 2026 to 19 June 2026 From Greg Telfer, Chief Officer (Finance and Technology) E-mail TelferG@northlan.gov.uk 1. Background 1.1 The Council’s approved Financial Regulations require services to remain within their approved budgetary provision, and to report all significant deviations - defined as the higher of £100,000 or 5% - within their budget monitoring reports. Where significant Executive Summary This report updates on the overall financial position for the General Fund Account, Housing Revenue Account and Adult Health and Social Care, for the financial year to 31 March 2027. The report consolidates the budget monitoring position of all Services, highlighting and explaining major variances as per the Council’s approved Financial Regulations. The report also summarises the most recently reported position in relation to the three of the Council’s Arm’s Length External Organisations, North Lanarkshire Properties, Fusion Assets and Routes to Work. The Council approved its General Fund Revenue Budget on 26 February 2026. Following confirmation of funding from Scottish Government, the overall budget is now £1,166.485m. At this early stage in the year, a balanced budget is currently projected. The 2026/27 budget incorporates £2.915m of net savings. It is projected that £2.565m of the savings (88%) will be delivered within the financial year, with replacement savings of £0.350m identified to fully address the shortfall. Recommendations It is recommended that Finance and Resources Committee: (1) Acknowledge the financial position of the 2026/27 revenue budget; and (2) Otherwise endorse the contents of this report. The Plan for North Lanarkshire Priority All priorities Ambition statement (25) Ensure intelligent use of data and information to support fully evidence based decision making and future planning Programme of Work Statutory / corporate / service requirement Item 14 Page 265 of 408
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deviations are identified, services must provide explanatory commentary, outline the action required to rectify such deviations and where relevant, must also highlight the impact this has on other budget headings. 2. Report 2.1 At its meeting of 26 February 2026, the Council approved a General Fund Revenue Budget of £1,182.575m including expenditure budgets which will be offset by ring fenced grant resources of £15.976m, resulting in a net expenditure position for monitoring purposes of £1,166.599m. Following confirmation of Scottish Government funding for financial year 2026/27, after reflecting, for monitoring purposes, the reversal of use of balances in respect of previously approved savings now applied, and additional Scottish Government funding notified during the year, the overall total budget is now £1,166.485m. 2.2 Following the budget setting in February 2026 the Council has an approved savings target of £2.915m for 2026/27. Further detail can be found in Section 2.8 below. 2.3 Table 1 below summarises the projected income and expenditure position, which illustrates a balanced budget, is currently envisaged at this early stage in the financial year. Annual Budget (£m) Projected Outturn (£m) P3 Variance (£m) Expenditure Total Expenditure 1,166.485 1,166.485 - Income Aggregate External Finance 951.326 951.326 - Local Tax Collection 202.564 202.564 - Use of Balance 12.595 12.595 - Total Income 1,166.485 1,166.485 - Forecast surplus/ (deficit): to support future budgets - - - Table 1 Analysis of Significant Variations 2.4 Table 2 below illustrates the projected outturn financial position of services: Service P3 Outturn (£m) Education and Families - On Budget Enterprise and Communities - On Budget Chief Executives and Other Corporate Services - On Budget Social Work (Non-Integrated) - On Budget Forecast surplus/ (deficit): to support future budgets - On Budget Table 2 Page 266 of 408
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2.5 Education and Families are reporting an overall breakeven position, however, it should be noted that there are a number of compensating variances within this position. An underspend is projected within employee costs of £0.539m mainly as a result of vacancies across the service along with roll out of finalised HQ, cluster and school staffing structures, which is offset by overspends in Supplies and Services of £0.331m driven by increased costs within HQ service delivery, in Administration Costs of £0.120m due to increased legal fees, and in Payments to other bodies of £0.089m as linked to minor overspends across HQ service delivery. 2.6 Enterprise and Communities are reporting a breakeven position with a number of compensating variances included within the overall position. Employee costs are projected to underspend by £0.924m due to vacancies across the service, offset by overspends in Property costs of £0.239m primarily reflecting forecast increased electricity costs associated with the new Bellshill Hub which are being investigated and external vehicle hire costs based on anticipated demand (£0.159m). In addition, an under-recovery in income of £0.315m is projected as a result of capital recharge under-recovery linked to vacancy savings together with an under-recovery of parking charge income. 2.7 The budget for both council tax income and council tax reduction (CTR) are monitored on an ongoing basis. This includes consideration of council tax collection, CTR uptake and household numbers. In addition, an assessment of expected credit losses will be required. At this point in the financial year the Council Tax product is expected to be on budget and an update on this position will be reported further into the financial year. 2026/27 Budget Savings 2.8 As outlined in paragraph 2.2 above, the Council has approved net savings of £2.915m for 2026/27. Each Service reports on the achievement of their savings within the relevant service monitoring report. It is projected that £2.565m of savings (88%) will be achieved in the current year, with replacement savings of £0.350m identified in year to fully address the shortfall. Earmarked Reserves and Change Management Fund 2.9 The Council’s unaudited annual accounts highlight a General Fund reserve balance of £299.758m. This balance includes £11.800m for the Contingency Fund, with a further £268.531m earmarked for specific future commitments including £10.258m allocated to the Change Management Fund to support one off costs of approved savings and to ensure the Council has a resilient and sustainable financial plan. The remaining £19.427m of funds were earmarked to support future budget challenges. 2.10 A total of £100.226m of earmarked reserves is profiled for use in 2026/27 with a further £168.305m profiled for use in future years. It is projected that £91.216m will be spent during this financial year with £177.315m anticipated to be required in future years. A summary position is shown in Appendix 2. it is currently expected that at the end of the financial year the General Fund will include funds set aside for future budget pressures of £19.427m as detailed in Appendix 3. These balances are to support future budget challenges in accordance with the approved reserves policy, and any budget strategy recommended by the S95 Officer. Risks and Uncertainty 2.11 All activities undertaken by the Council are subject to risk, and in acknowledging the Council’s approved Risk Management Strategy, Services manage these as part of their overall corporate and service planning processes. The current economic climate and pay and non-pay inflation continuing at historically high levels, are some of the key factors that Page 267 of 408
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have the potential to impact upon the Council’s ability to provide quality services within approved budget levels. Housing Revenue Account 2.12 The Housing Revenue Account is currently projecting a breakeven position, with no significant variances projected. Adult Health and Social Care 2.13 Council Adult Health and Social Care provision to the Integration Joint Board (IJB) is projecting an overall overspend of £2.627m primarily as a result of overspends in payments to other bodies and transfer payments of £4.436m linked to increased demand in Care at Home and Independent Care homes along with expenditure linked to winter planning initiatives which are offset by additional income, together with an overspend in Administration costs of £0.097m in relation to legals fees and cost linked to safeguarding. These overspends are offset by an underspend in employee costs of £0.996m as result of slippage in recruitment across the service and an over-recovery of income of £0.893m mainly as a result of unbudgeted income in relation to winter planning initiatives as noted above. Arms Length External Organisations 2.14 The Council holds an interest in a number of Arms Length External Organisations (ALEOs). These organisations have their own governance arrangements, and report on their financial performance to the appropriate Boards/ Management Committee in line with their own reporting timetables. Summary information on the financial performance of North Lanarkshire Properties, Fusion Assets and Routes to Work as at end of quarter 2 is detailed in paragraphs 2.15 to 2.17 below. 2.15 North Lanarkshire Properties LLP is projecting a net profit of £1.285m before loan repayments of £0.500m, resulting in an anticipated transfer into reserves of £0.787m largely attributable to receipt of bank interest, an over-recovery in rental income coupled with an underspend within employee costs partially offset by spend in relation to repairs and maintenance rates, building management costs and ICT charges. 2.16 Fusion Assets Limited is currently projecting a net profit within their operating budget of £0.122m as at 31 March 2026. This is due the over-recovery in income relating to bank interest coupled with the delay in the recruitment of a Project Manager and underspends within legal and financial advice. Project expenditure is reported from inception of Fusion Assets Limited. As at 31 March 2026, the company is projecting a surplus of £4.711m primarily in relation to the sale of Lanarkshire Enterprise Park (December 2025) offset by increased expenditure at Newhouse (Building 3 and A1 projects) and Gartcosh Phase 2. 2.17 Routes to Work is currently projecting a net profit of £0.030m as at 31 March 2026. This is primarily due the timing differences across the various programmes. 3. Measures of success 3.1 The Council continues to operate within approved budgeted resources. Page 268 of 408
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4. Supporting documentation 4.1 Appendix 1 Summary by Division 4.2 Appendix 2 Anticipated Commitments – Earmarked Reserves 4.3 Appendix 3 Availability of One-Off Funds – Change Management Fund Greg Telfer Chief Officer (Finance & Technology) Page 269 of 408
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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 270 of 408
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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 271 of 408
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LINE SERVICE ACCOUNT ANNUAL PROVISIONAL NO. BUDGET OUTTURN (1) (2) (3) (4) £ £ £ 1 Education, Children & Families 573,946,107 573,946,107 - 2 Early Years 38,892,613 38,892,613 - 3 Primary Schools 145,371,836 145,371,836 - 4 Secondary Schools 146,963,879 146,963,879 - 5 Special Schools 29,542,581 29,542,581 - 6 Education Service Delivery 152,879,883 152,879,883 - 7 Children & Families 48,201,976 48,201,976 - 8 Justice Services 458,836 458,836 - 10 Employability 3,591,570 3,591,570 - 11 Community Learning 5,277,836 5,277,836 - 12 Tackling Poverty 2,765,097 2,765,097 - 13 Enterprise & Communities 248,306,683 248,306,683 - 14 Assets & Procurement 19,535,399 19,535,399 - 15 Community Operations 209,120,205 209,120,205 - 16 Housing Management 10,818,995 10,818,995 - 17 Place 9,140,190 9,140,190 - 18 Trading Accounts (308,106 ) (308,106 ) - 19 Chief Executives & Other Corporate Services 122,210,104 122,210,104 - 20 Directorate & Support 1,323,436 1,323,436 - 21 Finance & Technology 84,204,187 84,204,187 - 22 Audit & Risk 603,094 603,094 - 23 Legal & Democratic 5,742,034 5,742,034 - 24 People Resources 11,043,849 11,043,849 - 25 Strategy & Communications 1,851,921 1,851,921 - 26 Other Corporate Services 9,677,940 9,677,940 - 27 Joint Boards 7,763,643 7,763,643 - 28 Social Work (non Integrated) 247,404,273 247,404,273 - 29 GENERAL FUND SERVICES 1,191,867,167 1,191,867,167 - 30 FINANCING COSTS (31,490,898 ) (31,490,898 ) - 31 Reversal of Capital Charge (95,970,294 ) (95,970,294 ) - 32 Loan Charges and Interest on Revenue Balances 64,479,396 64,479,396 - 33 OTHER BUDGETARY ISSUES 6,109,196 6,109,196 - 34 Assumptions not yet Realised 6,109,196 6,109,196 - 37 Transfer from capital grant (Pay Award) - - 38 TOTAL EXPENDITURE 1,166,485,465 1,166,485,465 - 39 SOURCES OF FUNDING 1,166,485,465 1,166,485,465 - 40 Aggregate External Finance 951,326,000 951,326,000 - 41 Council Tax 202,564,465 202,564,465 - 42 Use of balances 12,595,000 12,595,000 - 43 FORECAST (SURPLUS)/DEFICIT: TO SUPPORT FUTURE BUDGETS - 0 (0 ) 44 HOUSING REVENUE ACCOUNT (SURPLUS) / DEFICIT - - - 45 ADULT HEALTH AND SOCIAL CARE (SURPLUS) /DEFICIT - 2,627,119 (2,627,119 ) Appendix 1 NORTH LANARKSHIRE COUNCIL SUMMARY BY DIVISION FOR PERIOD ENDING 19 June 2026 (PERIOD 3) PROVISIONAL VARIANCES Page 272 of 408
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Appendix 2 Total 2026/27 Future Years Total Opening Reserve Balances In-Year Adjustment Revised Reserve Balance 2026/27 Revised Earmarked Reserve 26/27 Projected Spend Anticipated Year End Balance Anticipated Future Year Use No Longer Required Profiled for Future Years Anticipated Future Year Use No Longer Required No Longer Required £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 Change Management Fund 10,258 - 10,258 10,258 1,508 8,750 8,750 - - - - - Other Earmarked & One Off Resources Schools Future Contractual Obligations 70,525 - 70,525 - - - - - 70,525 70,525 - - Strategic Capital Investment Programme 44,800 - 44,800 - - - - - 44,800 44,800 - - Loans Charges 37,836 - 37,836 - - - - - 37,836 37,836 - - Strategic Workforce Planning 14,226 62 14,288 14,288 14,288 - - - - - - - Temporary Accommodation 8,038 - 8,038 8,038 8,038 - - - - - - - Refugee Resettlement Programmes 5,671 - 5,671 3,870 3,870 - - - 1,801 1,801 - - Whole Family Wellbeing 5,313 - 5,313 196 196 - - - 5,117 5,117 - - Waste Producer Packaging Grant 6,039 - 6,039 6,039 6,039 - - - - - - - Budget One-off Investment 12,855 - 12,855 12,595 12,335 260 260 - 260 260 - - One Workforce Grading Pressures 5,000 - 5,000 5,000 5,000 - - - - - - - Unmanaged burdens within Education, Children & Families 11,072 77 11,149 11,146 11,146 - - - 3 3 - - School ICT Upgrades linked with Windows 11 1,862 - 1,862 790 790 - - - 1,072 1,072 - - Balances held by Schools under Devolved School Management 2,906 - 2,906 2,906 2,906 - - - - - - - Pupil Equity Fund 2,085 - 2,085 2,088 2,088 - - - (3) (3) - - Winter Reserve 1,500 - 1,500 1,500 1,500 - - - - - - - Support of Restructure Realignment of Home to School Transport 1,125 - 1,125 1,125 1,125 - - - - - - - Economic Recovery 1,247 - 1,247 388 388 - - - 859 859 - - Owner Occupier Grants 1,233 - 1,233 863 863 - - - 370 370 - - Cumbernauld Town Centre Regeneration 1,211 - 1,211 741 741 - - - 470 470 - - IJB Preventative Transformation 2,000 - 2,000 2,000 2,000 - - - - - - - Dilapidations Mitigation 1,010 - 1,010 1,010 1,010 - - - - - - - Scottish Welfare Fund 1,104 - 1,104 368 368 - - - 736 736 - - Other Earmarked Funds 19,615 (139) 19,476 15,017 15,017 - - - 4,459 4,459 - - Other Earmarked & One Off Resources Total 258,273 - 258,273 89,968 89,708 260 260 - 168,305 168,305 - - Total Reserves 268,531 - 268,531 100,226 91,216 9,010 9,010 - 168,305 168,305 - - Contingency Reserve 11,800 11,800 Earmarked Reserve to support future budget challenges 19,427 19,427 General Fund Surplus at 31 March 2026 299,758 299,758 COMMITMENTS AGAINST RESERVES AS AT 19 June 2026 (PERIOD 3) NORTH LANARKSHIRE COUNCIL Page 273 of 408
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Appendix 3 £000 £000 Total Balance B/f per 2025/26 Annual Accounts 10,258 19,427 Period 3 reported variance (0) Earmarked Reserves no longer required 0 Total Balance 2026/27 before other commitments 10,258 19,427 Revised one - off costs of approved savings (1,508) Total Balance 2026/27; to support future budget challenges 8,750 19,427 Known Commitments :- Revised one-off costs of approved savings (2,059) Forecast Balance; to support future budget challenges 6,691 19,427 NORTH LANARKSHIRE COUNCIL AVAILABILE GENERAL FUND BALANCES AS AT 19 June 2026 (PERIOD 3) EMR; Change Management Fund EMR; Future Budget Pressures Page 274 of 408
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North Lanarkshire Council Report Finance and Resources Committee Does this report require to be approved? ☐ Yes ☒ No Ref GT/PH/PF Date 11/09/26 Revenue Budget Monitoring Report; Chief Executive’s Service 1 April to 19 June 2026 (Period 3) From Greg Telfer, Chief Officer (Finance and Technology) E-mail TelferG@northlan.gov.uk Executive Summary This report provides a summary of the Chief Executive’s Service financial performance for the Period 1 April 2026 to 19 June 2026 (Period 3). The report illustrates the provisional outturn as at 31 March 2027, with major outturn variances highlighted and explained per the Council’s approved Financial Regulations. The Council approved its General Fund Revenue Budget on 26 February 2026, of which £122.210m currently represents the net revenue budget for the Chief Executive’s Service. Incorporated within the revenue budget are approved service savings totalling £1.054m. The Service is currently projecting a break-even position for the financial year. Recommendations It is recommended that the Finance and Resources Committee: (1) Acknowledge the financial position of the 2026/27 Chief Executive’s Service revenue budget. 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 Item 15 Page 275 of 408
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1. Background 1.1 The Council’s approved Financial Regulations require the Chief Executive to remain within the approved budgetary provision, and to report all significant deviations - defined as the higher of £100,000 or 5% - within budget monitoring reports. Where significant deviations are identified, the Chief Executive must provide explanatory commentary, outline the action required to rectify such deviations and where relevant, must also highlight the impact this has on other budget headings. 2. Report Summary of Financial Position 2.1 The Council approved its General Fund Revenue Budget on 26 February 2026, of which £121.999m (10.34%) represented the approved Revenue Budget for the Chief Executive’s Service. In-year transfers from Corporate Finance, Housing and Communities and Education and Families results in a revised budget of £122.210m. 2.2 The overall projected outturn position of the Service is a break-even position. Appendices one to five provide further information in respect of this position. 2.3 As at Period 3 the position on Council Tax Reduction Scheme remains under review along with other elements of the Council Tax Product including household numbers and council tax collection for the year. The Council Tax Product will then be assessed for expected credit losses as part of the year end process. It is currently anticipated there will be no material variance overall. 2.4 The 2026/27 budget incorporates £1.054m of service savings of which £0.970m have been fully delivered as at Period 3. Further information regarding savings is included in Appendix 5. Analysis of Significant Variances 2.5 The Chief Executive’s service is currently forecasting a break-even position at this early stage in the financial year. Earmarked and One-off Reserves 2.6 In finalising the Council’s draft accounts to 31 March 2026, the service was given approval to earmark £4.666m of resources to fund key projects and initiatives profiled over a number of years. It is anticipated that £2.606m of the reserves balances will be utilised in 2026/27 with the remaining balance required for future years. Details of the Service’s earmarked funds are provided in Appendix 4. 2.7 The Service was further given approval to utilise £0.153m of funds from the Change Management Fund over several years. It is anticipated that this will be fully utilised in 2026/27. These funds are not included in the Service outturn position. 2.8 The Service has incurred £0.187m VRS costs relating to previous approved savings/restructures. Therefore, there is a requirement to utilise the Corporate Change Management fund at this time. Any further costs arising will be reported in future reports as they are incurred. These costs are not included in the Service outturn position. Page 276 of 408
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2026/27 Budget Savings 2.9 The Council approved service savings of £1.054m savings of which £0.970m have been fully delivered as at Period 3. Management action will be taken to address the shortfall of £0.084m in the current year. Further information regarding savings is included in Appendix 5. Management Actions 2.10 The Service is being pro-active to ensure expenditure is contained within its approved 2026/27 budget. 3. Measures of success 3.1 The Service continues to operate within approved budget resources. 4. Supporting documentation 4.1 Appendix 1 Objective Summary 4.2 Appendix 2 Subjective Summary 4.3 Appendix 3 Payments to Other Bodies 4.4 Appendix 4 Earmarked Reserves 4.5 Appendix 5 Budget Savings Greg Telfer Chief Officer (Finance and Technology) Page 277 of 408
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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? As stated in the main body of the report. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 278 of 408
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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? All activities undertaken by the Council are subject to risk, and in acknowledging the Council’s approved Risk Management Strategy, Services manage these as part of their overall corporate and service planning processes. The current economic climate, in particular, has the potential to impact upon the Council’s ability to provide quality services within approved budget levels. To minimise risk, this report has been prepared by service based Finance personnel in consultation with budget managers, in accordance with the Financial Regulations. 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 279 of 408
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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 280 of 408
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APPENDIX 1 Committee [1] [2] [3] [5] [6] [7] DIRECTORATE & SUPPORT 1,323,436 1,323,436 0 FAV 0.0% FINANCE & TECHNOLOGY 84,204,187 84,204,187 0 FAV 0.0% AUDIT & RISK 603,094 603,094 0 FAV 0.0% LEGAL & DEMOCRATIC 5,838,087 5,838,087 0 FAV 0.0% PEOPLE RESOURCES 11,043,849 11,043,849 0 FAV 0.0% STRATEGY & COMMUNICATIONS 1,755,867 1,755,867 0 FAV 0.0% OTHER COPORATE SERVICES 9,677,940 9,677,940 0 FAV 0.0% JOINT BOARDS 7,763,643 7,763,643 0 FAV 0.0% NET EXPENDITURE 122,210,103 122,210,103 0 FAV 0.0% 0 NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Objective Analysis Period 03 (01 April 2026 - 19 June 2026) A - Chief Executives Service DIVISION OF SERVICE ANNUAL BUDGET PROJECTED OUTTURN PROJECTED OUTTURN VARIANCE % [4] PERIOD MOVEMENT ANALYSIS Page 281 of 408
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APPENDIX 2 Committee [1] [2] [3] [5] [6] [7] EMPLOYEE COSTS 51,689,276 51,689,276 0 0.0% PROPERTY COSTS 2,149,841 2,149,841 0 0.0% SUPPLIES & SERVICES 11,232,243 11,232,243 0 0.0% TRANSPORT & PLANT 2,145,832 2,145,832 0 0.0% ADMINISTRATION COSTS 9,685,805 9,685,805 0 0.0% PAYMENTS TO OTHER BODIES 11,427,832 11,427,832 0 0.0% TRANSFER PAYMENTS 107,105,963 107,105,963 0 0.0% CAPITAL FINANCING COSTS 7,167,819 7,167,819 0 0.0% REVENUE FINANCING COSTS 0 0 0 0.0% OTHER EXPENDITURE 3,061,501 3,061,501 0 0.0% TOTAL EXPENDITURE 205,666,112 205,666,112 0 0.0% 0 INCOME (83,456,009) (83,456,009) 0 0.0% NET EXPENDITURE 122,210,103 122,210,103 0 FAV 0.0% 0 NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Subjective Analysis Period 03 (01 April 2026 - 19 June 2026) A - Chief Executives Service CATEGORY ANNUAL BUDGET PROJECTED OUTTURN PROJECTED OUTTURN VARIANCE % [4] ANALYSISPERIOD MOVEMENT Page 282 of 408
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APPENDIX 3 Committee [1] [2] [3] [5] [6] [7] PAYMENTS TO OTHER BODIES GENERAL 91,980 91,980 0 FAV 0.0% MEDICAL FEES 25,111 25,111 0 FAV 0.0% AGENCY FEES 71,686 71,686 0 FAV 0.0% TOWN TWINNING 0 0 0 FAV 0.0% CHILDRENS PANEL 25,035 25,035 0 FAV 0.0% COSLA ANNUAL LEVY 223,538 223,538 0 FAV 0.0% COMMUNITY COUNCIL GRANTS 25,000 25,000 0 FAV 0.0% GRANTS TO ORGANISATIONS 0 0 0 FAV 0.0% EXTERNAL AUDIT FEE 644,389 644,389 0 FAV 0.0% ELECTION PROVISION 0 0 0 FAV 0.0% TOURISM - VISIT NORTH LANARKSHIRE 37,000 37,000 0 FAV 0.0% SCOTTISH WELFARE FUND 3,127,970 3,127,970 0 FAV 0.0% SUB-CONTRACTOR PAYMENTS 1,869 1,869 0 FAV 0.0% LOCAL TAX PAYPOINT COMMISSION 35,000 35,000 0 FAV 0.0% LANDS VALUATION CONTRIBUTION 1,627,000 1,627,000 0 FAV 0.0% SPT CONTRIBUTION 5,554,325 5,554,325 0 FAV 0.0% SPT CONCESSIONARY FARES CONTRIBUTION 582,318 582,318 0 FAV 0.0% TOTAL EXPENDITURE 12,072,221 12,072,221 0 FAV 0.0% 0 NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Payments to Other Bodies Period 03 (01 April 2026 - 19 June 2026) A - Chief Executives Service CATEGORY ANNUAL BUDGET [4] PROJECTED OUT-TURN VARIANCE PROJECTED OUT- TURN % PERIOD MOVEMENT ANALYSIS Page 283 of 408
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APPENDIX 4 Type Value % Service Specific Earmarked Reserves: Workforce Strategy Trainee Accountants CSWP AB1 766,767 (556,289) 210,478 39,721 210,478 100.0% 0 0 210,478 Training Core AC1 25,000 (25,000) 0 0 0 0.0% 0 0 0 Future CPD Requests Core AD 9,000 0 9,000 0 9,000 100.0% 0 0 9,000 Trainee Solicitors CSWP AD 261,336 (112,925) 148,411 15,026 148,411 100.0% 0 0 148,411 Legal & Democratic Officers CSWP AD 177,890 (112,611) 65,279 0 65,279 100.0% 0 0 65,279 Brighter Futures / Constuction Academy Core AF 148,250 0 148,250 28,981 148,250 100.0% 0 0 148,250 Early Careers Team CSWP AF 352,373 (217,099) 135,274 44,947 135,274 100.0% 0 0 135,274 Transformational Leadership Programme CSWP AF 150,000 0 150,000 0 150,000 100.0% 0 0 150,000 Scottish Welfare Fund SWF Grant (Core and Admin) Core AB2 1,104,377 (736,251) 368,126 0 368,126 100.0% 0 0 368,126 Digital Improvements Civica Procurement Implementation Core AB2 500,000 (300,000) 200,000 0 200,000 100.0% 0 0 200,000 Investment model replacement of funds Core AB3 229,127 0 229,127 0 229,127 100.0% 0 0 229,127 Innovation Fund Core AB3 867,000 0 867,000 0 867,000 100.0% 0 0 867,000 Consultations Taxi Consultation Exercise Core AD 30,000 0 30,000 0 30,000 100.0% 0 0 30,000 Pay and Grade consultation works CSWP AF 44,855 0 44,855 0 44,855 100.0% 0 0 44,855 TOTAL 4,665,975 (2,060,175) 2,605,800 128,675 2,605,800 100.0% 0 0 2,605,800 Reserves Required In Year Commentary Regards UsageDESCRIPTION OF EARMARKED RESOURCE DIVISIO N Reserve Allocation Profiled in Future Years Approved Reserve Total Spend to Date Projected Spend Reprofile to Future Years No Longer Required FINANCIAL YEAR - 2026/27 NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Status of Earmarked Reserves Period 03 (01 April 2026 - 19 June 2026) A - Chief Executives Service Page 284 of 408
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APPENDIX 5 £000 £000 £000 £000 £000 04CEX Finance (5%) AB1 137 137 0 0 02CEXA Finance Employee Budgets AB1 86 86 0 0 02CEXB Insurance Provision AB2 200 200 0 0 10CEX Digital / Field Services Technical Support to E&F AB3 303 303 0 0 07CEX Central Services - 10% AD 75 75 0 0 13CEX Business Strategy AD 13 13 0 0 15CEX Review of staffing structures AF1 207 123 84 Delay is a result of service priorities Will be managed by the Service, with full saving to be achieved by 01/04/2027. 84 0 13CEXA Structure Review and operational budget reductions AG1 33 33 0 0 TOTAL 1,054 970 84 84 0 Commentary APPROVED SAVINGS REPLACEMENT SAVING / FUNDING Ref. DESCRIPTION OF APPROVED SAVING DIVISION Target Value Value Deliverable Savings Gap Reasons for Savings Gap DESCRIPTION Value Revised Savings Gap NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Savings Period 03 (01 April 2026 - 19 June 2026) A - Chief Executives Service Page 285 of 408
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North Lanarkshire Council Report Finance and Resources Committee Does this report require to be approved? ☐ Yes ☒ No Ref GT/VR/RM Date 02/09/26 Capital Programme 2026/27 Monitoring Report From Greg Telfer, Chief Officer (Finance and Technology) E-mail TelferG@northlan.gov.uk Executive Summary The purpose of the report is to provide an update on the 2026/27 resources and expenditure for the Council's Strategic Capital Investment Programme. The report shows the 2026/27 provisional outturn position and the resultant variances. It is currently anticipated that the General Fund programme will be in line with the programme budget but will be subject to continuous review as the financial year progresses. With the HRA programme, the projected outturn also anticipates that expenditure will be in line with the programme budget at this early stage of the financial year. Recommendations It is recommended that Finance and Resources Committee: (1) Acknowledges the provisional outturn financial position of the Council’s Strategic Capital Investment Programme as at 19 June 2026. 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 Item 16 Page 287 of 408
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1. Background 1.1 The Strategic Capital Investment Programme 2024/25 to 2028/29 was approved at Policy and Strategy Committee in March 2026 and represents the total Community Investment Programme incorporating the General Services Capital Programme and HRA Capital Programmes. The programme was developed in conjunction with Services and led by the Strategic Capital Delivery Group (SCDG) using the principles established by the Council’s Capital Strategy. 1.2 The General Services Capital Programme supported by General Services resources demonstrates to communities that the place making visions for towns remains a priority and that the approved 5-year capital investment plan supports delivery of The Plan for North Lanarkshire. The programme includes additional investment in Town and Community Hubs, the City Deal programme, and external grant funding. 1.3 In addition, the Housing Revenue Account (HRA) resources support several HRA Capital Investment Programmes including the Mainstream programme for investment in the Council’s existing estate and delivery of the ambition for 6,000 additional supply through the New Build and Council Buy Back programmes. 1.4 The 2026/27 General Services Capital Programme is currently £170.000m with a further £169.007m investment programme in relation to the Housing Revenue Account. This reflects the approved budget in March 2026 at Policy and Strategy Committee, and subsequent decisions made at the Strategic Capital Delivery Group (SCDG) in accordance with the SCDG terms of reference, and where appropriate either by the individual service committees, Finance and Resources Committee or the Policy and Strategy Committee per the Scheme of Administration. Appendix 1 provides a breakdown of the overall 2026/27 budget by Service Programme and associated approved budget movements. 1.5 A 10% Trend-Based Adjustment has been applied to the General Services Capital Programme to reflect historic profiling challenges in delivering major capital projects, often caused by procurement challenges, contractor issues, and site conditions. This adjustment provides a more realistic forecast for the Treasury Management Strategy and informs the Council’s borrowing needs. This is reflected in the Programme Adjustments column in Table 1 below. 2. Report Overall Council Strategic Capital Investment Programme 2.1 The overall Council Strategic Capital Investment programme for 2026/27 and the provisional outturn to 31 March 2027 is summarised in Table 1 as follows: Page 288 of 408
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2.2 On a budgeted programme of £339.007m expenditure is anticipated to be on budget. Further financial performance information regarding each of the programmes is discussed below. General Services Capital Programme and Projected Outturn by Service / Programme 2.3 The forecast financial performance of the overall General Services Investment programme at 31 March 2027 is detailed in Appendix 2 and summarised below. Community Capital Investment Programme Summary 2026/27 Working Programme £000s Programme Adjustments £000s Approved Programme £000s Provisional Outturn £000s Outturn Variance £000s Enterprise & Communities 173,908 (14,237) 159,671 159,671 0 Chief Executives 8,765 (747) 8,018 8,018 0 Adult Health & Social Care 2,510 (199) 2,311 2,311 0 General Services: Total Capital Investment 185,183 (15,183) 170,000 170,000 0 General Services Resources: General Fund External Grants & Contributions 2026/27 - GCG 25,928 0 25,928 25,928 0 External Grants & Contributions 2026/27 - Other Grants 9,871 0 9,871 9,871 0 External Grants & Contributions b/f 2025/26 - Other Grants 5,005 0 5,005 5,005 0 External Grants & Contributions Unapplied cfwd to 2027/28 0 0 0 0 0 Net External Grants & Contributions 40,804 0 40,804 40,804 0 City Deal Grant 5,579 0 5,579 5,579 0 CFCR 10,478 0 10,478 10,478 0 Capital Receipts 3,375 0 3,375 3,904 529 General Services: Total Resources 60,236 0 60,236 60,765 529 General Services : Borrowing Requirement 124,947 (15,183) 109,764 109,235 (529) HRA : Total Capital Investment 169,007 0 169,007 169,007 0 HRA Resources: Net External Grants & Contributions 33,928 0 33,928 33,928 0 CFCR 27,891 0 27,891 27,891 0 Capital Receipts 1,797 0 1,797 1,800 3 HRA : Total Resources 63,616 0 63,616 63,619 3 HRA : Borrowing Requirement 105,391 0 105,391 105,388 (3) Summary Total Council : Capital Investment 354,190 (15,183) 339,007 339,007 0 Total Council : Resources 123,852 0 123,852 124,384 532 Total Council : Borrowing Requirement 230,338 (15,183) 215,155 214,623 (532) Page 289 of 408
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General Services Total Resources 2.4 The revised programme approved by the SCDG is £170.000m with total resources available to meet the current programme forecast to be £60.236m, resulting in a borrowing requirement of £109.764m. 2.5 In 2026/27 net external grants and contributions of £40.804m will be utilised. This capital resource primarily includes the Scottish Government (SG) General Capital Grants receivable of £25.928m including General Capital Grant (GCG) of £23.542m, Climate Emergency of £1.072m, Flooding £1.061m and £0.253m Nature Restoration Fund. In addition, In addition, other specific SG grant allocations of £6.194m comprising allocations for Active Travel of £2.737m, VDLF of £2.038m, Road Safety Improvements of £0.759m, Clyde Mission of £0.591m and £0.069m Local Authority Direct Award plus contributions from other sources such as Pride in Place funds of £2.083m, developer contributions of £1.193m, and other grants of £0.401m are receivable. City Deal Grant of £5.579m is also receivable. 2.6 Capital grants received in 2025/26 have been added to the programme to match expenditure in 2026/27 of £5.005m including £1.602m for VDLF, £0.590m for PBIP, £1.142m for Regeneration Capital Grant Fund (RCGF), £0.748m for Shared Prosperity Fund, £0.566m for Pride in Place, £0.287m for Active Travel, £0.044m for Parking Prohibition, and £0.026m for Scottish Wildlife Trust. Whilst at Period 3 it is anticipated that all capital grant funding will be utilised in 2026/27, this will be monitored closely as the year progresses. 2.7 Receipts from the sale of assets are currently projected to be £3.904m, which is £0.529m more than the budget of £3.375m. This results in a corresponding increase in the borrowing requirement for 2026/27. These receipts will continue to be closely monitored throughout the remainder of the financial year. General Services Total Expenditure 2.8 As indicated in Table 1 the General Services approved investment programme is £170.000m. The provisional outturn spend is on budget. Further analysis by service/programme is outlined below and summarised within Appendix 2. 2.9 Enterprise and Communities is projecting outturn expenditure of £159.671m, which is on budget. Committed expenditure of £116.981m is currently reported, which represents 73.29% of the targeted expenditure, and actual expenditure is £23.757m which represents 14.88% of targeted expenditure. 2.10 At this early stage in the financial year the Service is reporting a break-even position with no major variances to report. However, it is worth noting that with continuing increases in the cost of delivering capital programmes all service areas continue to face significant challenges managing the delivery of capital programmes within the available envelope of resources. The Service will continue to seek to manage within existing resources. 2.11 Chief Executives is projecting outturn expenditure of £8.018m, which is on budget. Committed expenditure of £0.231m is currently reported, which represents 2.88% of the targeted expenditure. Actual expenditure is £0.076m, which is 0.95% of targeted expenditure. 2.12 The Service anticipates they will deliver their full working budget, and this will be closely monitored through the year. Page 290 of 408
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2.13 Adult Health & Social Care is projecting outturn expenditure of £2.311m, which is on budget. Committed expenditure of £0.312m is currently reported, which represents 13.50% of the targeted expenditure, and actual expenditure is £0.219m which is 9.48% of targeted expenditure. 2.14 At this early stage in the financial year, the Service currently anticipates a balanced position. There remain uncertainties in respect of demand and complexity of need and therefore this budget will continue to be monitored closely, and any forecast movements will be highlighted in future reports. HRA Capital Investment 2.15 The financial performance of the HRA Capital Programme is reported in detail to the Housing Committee. A summary of performance as at 19 June 2026 is provided at Appendix 3. 2.16 Total expenditure of £169.007m is forecast for 2026/27 which is on budget. Committed expenditure of £169.007m is currently reported, which represents 100.00% of the targeted expenditure, and actual expenditure is £27.478m which is 16.25% of targeted expenditure. 2.17 At this stage of the financial year, all HRA programmes are on target to fully spend. 3. Measures of success 3.1 N/A 4. Supporting documentation 4.1 Appendix 1: Strategic Capital Investment Programme 2026/27 budget movements. 4.2 Appendix 2: General Services Capital Investment Programme Summary 2026/27. 4.3 Appendix 3: HRA Capital Investment Programme Summary 2026/27. Greg Telfer Chief Officer (Finance and Technology) Page 291 of 408
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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 financial impact is outlined within the report. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 292 of 408
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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? Despite the updated programme approved at Policy and Strategy Committee in March 2024 the capital programme continues to face challenges in relation to the wider economic climate, linked to availability of materials, contractors and inflationary pressures. These are currently being managed by services and Project Boards associated with specific programme delivery and will continue to be monitored throughout the year in accordance with the SCDG Terms of Reference 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 293 of 408
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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 294 of 408
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2026/27 Strategic Capital Investment Programme – budget movements Appendix 1 Enterprise & Communities Chief Executives Adult Health &Social Care Corporate Total General Services Investment Programme Total HRA Investment Programme Total Community Investment Programme £000s £000s £000s £000s £000s £000s £000s 26/27 P&S Committee approved Working Programme 142,369 7,468 1,994 0 151,831 169,058 320,889 26/27 P&S Committee approved Trend-Based Adjustment (14,237) (747) (199) 0 (15,183) 0 (15,183) 26/27 Opening programme approved Policy & Strategy Committee March 26 128,132 6,721 1,795 0 136,648 169,058 305,706 25/26 Overs/Unders Carry Forward 9,969 1,297 516 0 11,782 0 11,782 Increase/(Decrease) in Externally Funded Projects 12,728 0 0 0 12,728 0 12,728 Increase/(Decrease) in Council Funded Projects 0 0 0 0 0 0 0 Increase/(Decrease) in CFCR 7,756 0 0 0 7,756 0 7,756 26/27 Re-profiling of projects from prior years to be approved by SCDG 2,297 0 0 0 2,297 0 2,297 26/27 Re-profiling of projects to future years to be approved by SCDG (1,211) 0 0 0 (1,211) 0 (1,211) Revised Capital Programme 2026/27 159,671 8,018 2,311 0 170,000 169,058 339,058 Page 295 of 408
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General Services Capital Investment Programme Summary 2026/27 - as at 31 March 2027 Appendix 2 Investment Working Programme 2026/27 £000s Programme Trend- Based Adjustment 2026/27 £000s Approved Service Programme 2026/27 £000s Provisional Outturn 2026/27 £000s Outturn Variance 2026/27 £000s Committed Expenditure @ P3 £000s Committed Expenditure % of Projected Outturn Actual Expenditure @ P3 £000s Actual Expenditure % of Projected Outturn Enterprise & Communities 173,908 (14,237) 159,671 159,671 0 117,017 73.29% 23,757 14.88% Chief Executives 8,765 (747) 8,018 8,018 0 231 2.88% 76 0.95% Adult Health & Social Care 2,510 (199) 2,311 2,311 0 312 13.50% 219 9.48% Total General Services Investment 185,183 (15,183) 170,000 170,000 0 117,560 69.15% 24,052 14.15% General Services Resources; External Grants & Contributions 2026/27 - GCG 25,928 0 25,928 25,928 0 External Grants & Contributions 2026/27 - Other Grants 9,871 0 9,871 9,871 0 External Grants & Contributions b/f 2025/26 - Other Grants 5,005 0 5,005 5,005 0 External Grants & Contributions Unapplied cfwd to 2027/28 0 0 0 0 0 Net External Grants & Contributions 40,804 0 40,804 40,804 0 City Deal Grant 5,579 0 5,579 5,579 0 CFCR 10,478 0 10,478 10,478 0 Capital Receipts 3,375 0 3,375 3,904 529 Total Resources 60,236 0 60,236 60,765 529 Borrowing Requirement: General Services 124,947 (15,183) 109,764 109,235 (529) Total General Services Borrowing Requirement 124,947 (15,183) 109,764 109,235 (529) Total Resources incl Borrowing Requirement 185,183 (15,183) 170,000 170,000 0 Page 296 of 408
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HRA Capital Investment Programme Summary 2026/27 - as at 31 March 2027 Appendix 3 Investment Approved Service Programme 2026/27 £000s Provisional Outturn 2026/27 £000s Outturn Variance 2026/27 £000s Committed Expenditure @ P3 £000s Committed Expenditure % of Projected Outturn Actual Expenditure @ P3 £000s Actual Expenditure % of Projected Outturn Mainstream Programme 87,923 87,923 0 87,923 100.00% 12,524 14.24% New Build Programme 65,976 65,976 0 65,976 100.00% 10,114 15.33% Council Buy Back Scheme 15,108 15,108 0 15,108 100.00% 4,740 31.37% Total HRA Investment 169,007 169,007 0 169,007 100.00% 27,378 16.20% HRA Capital Resources; External Grants & Contributions 33,928 33,928 0 External Grants & Contributions Unapplied 0 0 0 Net External Grants & Contributions 33,928 33,928 0 CFCR 27,891 27,891 0 Capital Receipts 1,797 1,800 3 Total Resources 63,616 63,619 3 Borrowing Requirement: HRA - Mainstream 64,702 64,699 (3) HRA - New Build 32,357 32,357 0 HRA - Buyback Scheme 8,332 8,332 0 Total Borrowing Requirement 105,391 105,388 (3) Total Resources incl Borrowing Requirement 169,007 169,007 0 Page 297 of 408
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North Lanarkshire Council Report Finance and Resources Committee Does this report require to be approved? ☐ Yes ☒ No Ref GT/PH/PF Date 11/09/25 Chief Executive Service – Capital Monitoring Report 1 April to 19 June 2026 (Period 3) From Greg Telfer, Chief Officer (Finance and Technology) E-mail TelferG@northlan.gov.uk Executive Summary This report highlights the financial performance and projected outturn of 2026/27 Chief Executive Service’s capital programme for the period ended 19 June 2026 (Period 3). In summary the service has a total capital budget of £8.018m. This reflects the budget approved by the Policy and Strategy Committee in March 2026, carry forward balances and a 10% Trend-Based Adjustment applied to reflect historic profiling challenges. The Service is currently projecting a break-even position at this stage of the financial year. Further explanation of management action taken by the Service is included within the main report and attached appendices. Recommendations It is recommended that the Finance and Resources Committee: (1) Considers the financial position of the 2026/27 Chief Executive Service capital programme. 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 Item 17 Page 299 of 408
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1. Background 1.1 This report provides a summary of the Chief Executive Service financial performance for the period 1 April 2025 to 19 June 2026 (Period 3), with major outturn variances highlighted and explained per the Council’s approved Financial Regulations. 1.2 The Council approved its Capital programme at Policy and Strategy Committee on 19 March 2026 with an allocated budget of £7.468m for the current year. 1.3 A 10% Trend-Based Adjustment has been applied to reflect historic profiling challenges in delivering major capital projects, often caused by procurement challenges, contractor issues, and site conditions. This adjustment provides a more realistic forecast for the Treasury Management Strategy and informs the Council’s borrowing needs. As at P3 the Service are still anticipating they will deliver their full working budget, and this will be closely monitored through the year. 1.4 In addition, carry forwards from the previous year have resulted in a revised Capital Programme of £8.018m for the 2026/27 Financial Year as detailed in Appendix 1 of this report. 1.5 The Council’s approved Financial Regulations required the Chief Executive to remain within his approved budgetary provision, and to report all significant deviations – defined as the higher of £0.100m or 5% - within their budget monitoring reports. Where significant deviations are identified, Chief Officers must provide explanatory commentary, outline the action required to rectify such deviations and where relevant, must also highlight the impact this has on other budget headings. 2. Report Summary of Financial Position 2.1 The Service is projecting break-even for the financial year 2026.27 of the Capital Programme. Capital budgets and expenditure are summarised in Appendix 1. Management Action 2.2 The Service closely monitors all activities to ensure available budgets are maximised whilst monitoring and actively managing the ongoing external challenges in delivery of projects. The Service continues to review the programme with updates being provided to the SCDG and Committee. 3. Measures of success 3.1 The Service aim is to operate within approved budget resources over the term of the capital programme. 4. Supporting documentation 4.1 Appendix 1 Summary Expenditure by Project / Theme Greg Telfer Chief Officer (Finance and Technology) Page 300 of 408
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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? As stated within the main body of the report. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 301 of 408
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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? 5.9.1 All activities undertaken by the Council are subject to risk, and in acknowledging the Council’s approved Risk Management Strategy. Services manage these as part of their overall corporate and service planning processes. The current economic climate, in particular, has the potential to impact upon the Council’s ability to provide quality services within approved budget levels. 5.9.2 To minimise risk this report was prepared by Finance personnel in consultation with budget managers, in accordance with the Financial Regulations. 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 302 of 408
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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 303 of 408
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Appendix 1 Theme Revised Budget £ Actual £ Committed £ Uncommitted £ Projected Outturn £ Outturn variance £ Digitisation & Innovation 926,360 7,740 48,884 877,476 926,360 - Line of Business (LOB) System Portfolio 6,193,076 3,182 89,190 6,103,886 6,193,076 - End User Device (Eud) Refresh 1,200,631 53,712 61,958 1,138,673 1,200,631 - Capacity 192,958 10,920 29,870 163,088 192,958 - Innovation 251,835 794 794 251,041 251,835 - Total Chief Executive's Wokring Budget 8,764,860 76,348 230,696 8,534,163 8,764,860 - Trend Based Analysis Target 746,833- - - - 746,833- - Reported Budget 8,018,026 76,348 230,696 8,534,163 8,018,026 - Chief Executives Capital Programme 2025/26 Summary Expenditure by Thematic Categories Period 03 (01 April 2026 - 31 March 2027) OUTTURNYTD Page 304 of 408
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North Lanarkshire Council Report Finance and Resources Committee Does this report require to be approved? ☐ Yes ☒ No Ref GT/KS/RM Date 02/09/26 Treasury Management Monitoring Report for quarter ended 30 June 2026 From Greg Telfer, Chief Officer (Finance and Technology) E-mail TelferG@northlan.gov.uk Executive Summary This report fulfils the key requirements of the Council’s reporting procedures for Treasury Management in accordance with the CIPFA Code of Practice on Treasury Management and the CIPFA Prudential Code for Capital Finance in Local Authorities. It informs on the quarterly Treasury Management activity for the period 1 April 2026 to 30 June 2026 and compliance with the mandatory treasury and prudential indicators. Recommendations It is recommended that the Finance and Resources Committee: (1) Acknowledge the Treasury Management activity for the quarter ended 30 June 2026 including the performance against the key treasury and prudential indicators. 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 Item 18 Page 305 of 408
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1. Background 1.1 The Council manages its treasury activities in line with the CIPFA Code ‘Treasury Management in the Public Services’. The Code requires the Council to produce reports on its Treasury Management policies, practices and activities on a regular and ongoing basis. The Council fulfils these obligations, in part, by the preparation of this Treasury Management Monitoring report produced on a quarterly basis, encompassing a review of performance. 1.2 The Council’s “Treasury Management Strategy 2026/2027 and Treasury and Prudential Indicators 2026/2027 to 2030/2031” was approved by Committee at its meeting on 4 March 2026. The Treasury activity undertaken in the first quarter of 2026/27 reflects the key requirements of the Council’s 2026/27 Treasury Management Strategy, with the Public Works Loan Board (PWLB) and Long-term Money Market being the prime source of long-term funds. In terms of investment activity, this is conducted in accordance with the approved 2026/27 investment strategy. 2. Report Summary Position 2.1. The net overall borrowing position to 30 June 2026 is £1,356.8m, which is an increase of £24.1m from the final position at 31 March 2026. A detailed breakdown of the net cash movement is shown in column (6) within Appendix 1 and is discussed below. Borrowing 2.2. At the end of the quarter, total external debt amounted to £1,385.5m, a reduction of £14.7m. This was primarily due to the repayment of existing PWLB debt of £18.5m. 2.3. During the quarter, no new PWLB loans were sourced. 2.4. In addition, there was an increase in net temporary borrowing of £8.0m, due to £76.0m falling due for repayment being offset by £84.0m of new borrowing. There was repayments of LOBO loans of £1.0m and energy efficiency loans of £0.10m. There was also a £3.2m reduction in long term liabilities due to existing finance leases, IFRS16 leases and Service Concession obligations falling due for repayment. 2.5. The Council’s approach to borrowing is in line with the approved strategy which aims to source long-term borrowing and take advantage of temporary (short-term) borrowing at attractive rates, and where possible, using internal cash balances, to meet the principal repayments, daily revenue account requirements and the capital financing requirement, in lieu of borrowing for capital purposes. The strategy adopted considers interest rate forecasts, the management of carrying costs and the retention of cash balances at appropriate levels, whilst managing the associated investment, interest, and liquidity risk. 2.6. The Council made a successful application to the PWLB to access the certainty rate which allows a 20-basis point (bps) (0.20%) discount on loans from the PWLB under the prudential borrowing regime. This will continue to provide the Council with an opportunity to borrow from the PWLB at more beneficial rates until 31 March 2027. 2.7. The new PWLB HRA rate, which is 0.40% below the certainty rate, has been available from 15th June 2023, and has been extended until March 2027 by the UK Government in February 2026, to support local authorities borrowing for Housing capital purposes Page 306 of 408
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or refinancing existing loans. In conjunction with our treasury advisors, we continued to review borrowing requirements and assess borrowing opportunities for the Council during 2026/27. 2.8. The CIPFA Prudential Code is clear that local authorities must not borrow to invest primarily for financial return and that it is not prudent for local authorities to make any investment or spending decision that will increase the capital financing requirement and so may lead to new borrowing, unless directly and primarily related to the functions of the Council. The Council is compliant with this requirement. Members should note also that PWLB loans are no longer available to local authorities planning to buy investment assets primarily for yield. 2.9. Members will be aware interest rates have risen significantly over the past 3 years, increasing materially the cost of both short and long-term borrowing. In this quarter, the Bank of England (BoE) held the Bank Rate at 3.75%. After coming down from a characteristic spike seen around financial year end, the cost of short-term borrowing from other local authorities has remained a little above Base Rate, at between 4.0% and 4.5%, throughout the period. The Council’s short-term borrowing cost has increased slightly over the period in line with Bank Rate and short-dated market rates. The average rate on the Council’s current short-term loans portfolio of £236.0m at 30th June 2026 was 4.41%, this compares with 4.31% on £228.0m loans in the previous quarter. 2.10. Gilt yields have moved about during the period but overall have decreased slightly. Oil prices have reduced and inflationary figures in the UK have not risen by as much as markets initially expected. Concerns about the tepid UK economy have also lessened expectations of future rate rises which has lowered gilt yields. 2.11. The PWLB certainty rate for 5-year maturity loans was 5.16% at the beginning of the period and 5.07% at the end. The lowest available 5-year maturity certainty rate was 5.04% and the highest was 5.49%. In contrast rates for 20-year maturity loans ranged from 6.02% to 6.50% during the period, and 50-year maturity loans from 5.89% to 6.35%. Debt Restructuring 2.12. In conjunction with our Treasury advisors, we monitored the economic climate in relation to our financial targets and Treasury Management Strategy, for the quarter under review. The interest rates prevailing throughout the period resulted in no beneficial opportunities for debt restructuring/rescheduling of the existing PWLB debt portfolio arising. 2.13. During the period, the final LOBO (Lender’s Option Borrowers Option) loan of £1.00m was due for redemption and repaid at the end of the contractual period. 2.14. Therefore, the Council no longer has any LOBO loans in its portfolio. Investments 2.15. Treasury management investments arise from cash flows or treasury risk management activity, that results in balances being invested, until the cash is required for use in the course of business. 2.16. At the end of the first quarter of 2026/27, the Council held total investments of £29.8m, which is a net reduction of £38.8m in cash and cash equivalents, primarily due to a Page 307 of 408
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£28.0m reduction in short-term investments held, reflecting maturing temporary investments of approximately £375.9m, and undertaking new short-term investments of £347.9m, and a movement in uncleared balances due to timing differences including cash in transit of £10.8m. See summary at Appendix 1, column 6. 2.17. At quarter end the uncleared balances including cash in transit was £13.0m which is a net deficit position, an increase of £10.8m compared to the position reported at the end of the previous quarter of a net deficit position of £2.3m. This primarily reflects the timing of significant BACS receipts and payments. The balance at 30 June 2026 comprises £12.9m of net BACS debits outstanding due for clearance within 3 days of the quarter end date and cheques unpresented of £0.1m. 2.18. In line with the approved strategy to manage liquidity, the Council aims to maintain a minimum balance of £30.0m available on an overnight basis (instant access), ensuring a prudent level of funds is maintained to meet all service requirements. 2.19. During the quarter, the Bank of England’s Monetary Policy Committee (MPC) voted to hold the Bank Rate at 3.75%, which resulted in short-dated cash rates also remaining relatively steady, with rates ranging between 3.73% in April to 3.62% in mid-June, a spread of 0.11% for overnight/7-day maturities. There is little noticeable difference between the 7 day and 1-month SONIA (Sterling Overnight Rate) bid rates and generally available investment rates offered by financial institutions and money market funds. Despite this, the Council will endeavour to achieve good performance levels in investment activity. 2.20. Overall, the Treasury Management team continues to take a prudent approach to investing surplus funds in line with the approved 2026/27 Investment Strategy. Security of investment and ensuring sufficient liquidity are key investment criteria governing Council investment decisions. This approach is aligned to the prudent management of current commitments and future cash demands based on latest robust cashflow projections. During the quarter, the rates on Debt Management Account Deposit Facility (DMADF) deposits ranged between 3.71% and 3.74% and money market rates between 3.69% and 3.94%. 2.21 However, as demonstrated by the liability benchmark reported at (xi) below and Appendix 3 attached, it is anticipated the Council will be a long-term borrower and therefore new treasury investments are primarily made to manage day-to-day cash flows using short-term low risk instruments. Non-Treasury Management Investments 2.22. During the quarter, repayments of £0.014m were made in respect of third-party advances in connection with the Cumbernauld Academy DBFM and Greenfaulds DBFM. Interest Rate Movements & Other Economic Updates 2.23. As outlined by our treasury management advisors, the main story for the quarter was the continuation of the Middle East conflict, which started on 28th February, with strikes by Israel and the US on Iran. The conflict led to the closure of the Hormuz Strait, a waterway through which around 20% of the world’s oil and liquified natural gas flows, resulting in sharp rises in energy and other commodity prices. Towards the end of the quarter, the US and Iran came to an agreement to negotiate a peace settlement, which prompted a reduction in energy commodity prices, albeit remaining higher than pre- war. Page 308 of 408
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2.24 Coming close on the heels of the last energy price shock in 2022 following Russia’s invasion of UK, central bank policymakers and financial markets reacted quickly to reflect the new reality for monetary policy. In the UK, the headline consumer price inflation (CPI) rate was widely expected to fall back to 2% in April, with changes to government energy policy announced in the budget reducing energy bills and therefore headline inflation rates. Instead, the sharp rise in petrol prices occurring from the war maintained the CPI rate well above target at 2.8%. 2.25 Having been expected to cut Bank Rate from 3.75%, the Bank of England’s Monetary Policy Committee (MPC) instead held Bank Rate steady throughout the quarter. Despite sending hawkish signals with each monetary policy decision, and the voting split changing from a 9-0 hold in March to a 7-2 hold in June, the majority of committee members appear to believe the UK economy and labour market were soft enough to absorb the price shock without producing the persistent inflationary conditions seen in 2022, which led to Bank Rate rising to 5.25%. This appears to be backed up by business surveys towards the end of the quarter suggesting that business pricing pressures, while elevated, are abating. 2.26. Against expectations, UK headline CPI decreased over the quarter, from an annual rate of 3.3% in March to 2.8% in May, but still well above the Bank of England’s 2% target. The core measure of CPI inflation also decreased, from 3.1% to 2.6% over the same period. Upside pressure in inflation generally reflected fuel prices, but many other categories experienced disinflation, providing some evidence that higher energy prices were not immediately feeding into a wider subset of products. Inflation will rise from July, however, as the retail energy price cap is increased by 13%. Expectations range from inflation rising to 3.5% to 4.0% and the MPC’s resolve to maintain Bank Rate at 3.75% will likely be tested as this point. 2.27. Data released during the period showed the UK economy expanded by 0.6% in the first quarter of the calendar year, following three previous quarters of weaker growth. However, monthly GDP data showed a contraction of 0.1% in April as weaker confidence affected spending and investment decisions. Purchasing managers’ index (PMI) data indicated that softer growth was also likely in May and June, with the services PMI denoting a small contraction in activity from both months. 2.28. Labour market data showed a continued softening in employment conditions, as weaker private sector earnings growth was reported for the period February to April 2026. The unemployment rate for April was 4.9%, PAYE employment was down over the year, and the number of vacancies continued to fall. The looser labour market is supporting the MPC’s decision not to tighten monetary policy, with the likelihood of wage growth rising in line with inflation appearing remote. Regular earnings (excluding bonuses) were 3.4% 3-month/year-on-year for March to May which is a 0.4% decrease from last quarter whilst total earnings were 4.3% which is a 0.4% increase from last quarter. 2.29. Following the MPC meeting, our treasury management advisors maintained its central view that Bank Rate remain at 3.75%, and that the Bank of England would focus on the spare capacity in the economy, notably the labour market, rather than the upside risk of persistent inflation. The balance of risks over the near term, however, is deemed to be to the upside as signs of second round inflationary effects will prompt policymakers to raise interest rates. Over the medium term, the balance of risk for Bank Rate shifts to the downside, with tighter monetary policy, higher prices and weaker growth presenting downside risks for inflation. Page 309 of 408
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2.30. The US Federal Reserve also held interest rates steady the period, maintaining the Fed Funds Rate at 3.50%-3.75%. The decision in June was the sixth consecutive month where no changes were made to the main interest rate. US CPI jumped to 4.2% in May on the back of higher gasoline prices, raising the possibility that policy under new Fed Chair Kevin Warsh may lead to higher rather than lower rates. The European Central Bank (ECB) hiked rates in June, the first rise since September 2023. The ECB noted heightened uncertainty in the near-term from the effects of the war, including higher inflation and potentially weaker growth. The June hike to 2.40% represented an insurance move to maintain inflation around the 2% target. 2.31. After the sharp deterioration early in the quarter, sentiment in financial markets showed signs of improvement during the period as hopes for an end to the US/Israel war with Iran increased. However, bond and equity markets remained volatile. Early in the period bond yields rose sharply due to tighter monetary policy expectations but yields steadily declined as it became apparent central banks, including the Bank of England, were not going to immediately hike policy rates. Equity markets sold off sharply in March but gained back some of the previous declines, particularly in US markets, where AI-related sentiment remained strong. 2.32 Political uncertainty within the UK government linked to local election results and changes in leadership roles introduced a degree of volatility on medium and longer- term gilt yields with rates stabilising during the period. 2.33. Over the quarter, the 10-year UK benchmark gilt yield started at 4.86% and ended at 4.77% having hit 5.20% in late April. The 20-year gilt yield was slightly more stable, starting at 5.45% and finished at 5.42%, after peaking at 5.79% in May. The Sterling Overnight Rate (SONIA) averaged 3.73% over the quarter to 30th June. 2.34. Due to the holding of the Bank Rate during the period, short-term borrowing interest rates remained steady with the short term 7-day offer rate ranging between 3.84% and 3.93% over the period. Taking account of the general steady level in borrowing rates and advice from our treasury management advisors, it continues to be considered more cost effective in the near term to use a combination of internal resources or to borrow rolling temporary / short-term loans at lower interest rates where possible rather than long term borrowing. This will result in increased temporary borrowing costs for the Council partially offset by increased investment income earned on surplus balances. 2.35. The Treasury Management team will continue to monitor financial and economic policy and their impact upon the Council’s investment and borrowing activity. The Prudential Code for Capital Finance in Local Authorities 2.36. The Local Government in Scotland Act 2003 requires the Council to undertake its Treasury activities in line with the Prudential Code for Capital Finance in Local Authorities. 2.37. Committee, at its meeting on 4 March 2026, approved a report titled, “Treasury Management Strategy 2026/2027 and Treasury and Prudential Indicators 2026/2027 to 2030/2031”. This report detailed a variety of mandatory and local indicators aimed at assisting members to determine that proposed capital investment levels and treasury management decisions satisfied the key requirements of affordability, prudence and sustainability. Performance against key prudential indicators for 2026/27 to date is detailed within Appendix 2. Page 310 of 408
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(i) Indicator 1(a) illustrates planned investment on capital expenditure is forecast to be lower than initially anticipated by £8.2m in 2026/27. This reflects decreases of £7.0m in the General Fund capital investment and £1.8m for the HRA Mainstream and New Build programmes partly offset by a increase in Credit Arrangements of £0.6m reflecting updated estimates of IFRS16 on service concession contracts. This is based on the updated ‘Strategic Capital Investment Programme 2024- 2025 to 2028-2029’ approved at Policy & Strategy Committee on 19 March 2026 and the ‘HRA Capital Investment Plan 2026/27 – 2030/31’ approved at Housing Committee on 18 February 2026 and also incorporating any subsequent profiling updates e.g. carry-forwards from final outturn 2025/26 programmes. For further information, this is monitored in detail as part of the Council's capital programme reporting mechanisms which will provide spend details including any revisions to the estimates approved for 2026/27. (ii) The mix of resources required to finance the capital expenditure in 2026/27 reflects the updates on forecast capital investment. Therefore, the level of in-year borrowing is anticipated to be lower by £7.8m due to decreases in General Fund and HRA programme requirements of £7.0m and £0.8m respectively. This forecast level of borrowing also reflects a net decrease in capital grants and external contributions of £1.0m with decreased funds available to HRA programmes. (iii) As a result of annual remeasurement of PPP liabilities and Service Concessions as required by IFRS16 Leases, the accounting impact is an estimated increased capital investment of £16.5m (increase to capital financing requirement) to be recognised in 2026/27, which is a minor increase of £0.6m than initial estimates. It should be noted that this is an accounting adjustment and does not represent cash expenditure, which is offset by an equal and opposite recognition of associated credit arrangements financing. (iv) Indicator 1(b) – The Council’s cumulative outstanding amount of debt finance is measured by the capital financing requirement (CFR). The CFR is essentially a measure of Council’s underlying borrowing need i.e. capital expenditure not resourced by capital grants, receipts or CFCR, with any new borrowing increasing the CFR. The CFR is currently projected to rise to £1,880.8m within financial year 2026/27. (v) The Prudential Code requires the Council’s capital investment to be prudent and affordable. To demonstrate this, a Prudential Margin (the need to borrow versus actual borrowing) is calculated. Indicator 1(c) demonstrates a healthy prudential margin of £313.0m estimated as at 30 June 2026. The timing and profile of external borrowing to replenish cash reserves and balances are being managed, giving full consideration to liquidity, interest rate and refinancing risk, whilst minimising the potential carrying costs. (vi) Indicator 1(d) illustrates that the overall Authorised Limit limits for borrowing and long-term liabilities have not been exceeded, with the maximum borrowing undertaken within the period being well below the approved boundaries. In line with statutory guidance, a lower Operational Boundary is also set as a warning level should debt approach the limit. Whilst the Operational Boundary limit for Long-term liabilities was exceeded by £0.6m, this was due to IFRS16 remeasurement of PPP liabilities at 25/26 year-end, slightly higher than envisaged at TMS when the limits were set. Since the Operational Boundary is a management tool for in-year monitoring it is not significant if the boundary is Page 311 of 408
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breached on occasions due to variations in cash flow, and this is not counted as a compliance failure. (vii) Indicator 1(e) illustrates the financing costs forecasts as at 30 June 2026 for both general fund and HRA as a proportion of net revenue stream. Although capital expenditure is not charged directly to revenue, interest payable on loans, and loan fund and long-term liability repayments are. The net annual charge is known as financing costs; this is compared to the net revenue stream i.e. the amount funded from Council Tax, NDR and government grants. (viii) Indicator 2(a) highlights the proportion of external interest payable by the Council which is fixed and variable over the term of the borrowing, and therefore the exposure to the effects of interest rate changes. As at 30 June 2026, the level of borrowing subject to variability is deemed to be within acceptable levels. (ix) Indicator 2(b) highlights a projected increase in loan charges of £4.7m compared to the initial Treasury Management Strategy estimates for 2026/27. This projection takes into account treasury management activity, internal Interest on Revenue Balances (IORB) recharges due to increased market interest rates and increased reserves held by the Council, the loans fund holiday flexibility adopted in 2022/23 and decisions of the Policy and Strategy Committee and the Strategic Capital Delivery Group to approve and reprofile the current capital programme for the period 2024/25 to 2028/29 based on current programme delivery plans. This current loan charge variance is made up of: • A net treasury management interest and expenses increased spend of £4.8m from initial estimates is projected (General Fund £4.5m increased spend, HRA £0.3m increased spend), which is a primarily a reflection of internal IORB charges, and incorporates cashflow management techniques adopted, e.g. directing the timing of new borrowing, managing investment security, liquidity and interest rate risk. However, it should be noted that although the projected interest payments are higher than initial estimates in the TMS, it is within current budgetary provision. • In 2026/27 it is anticipated there will be a minor decrease in anticipated loans fund advance repayments of £0.1m (£0.1m HRA). This is primarily due to lower capital borrowing incurred in 2025/26 and revised average loan pool rates from previously forecast. (x) Indicator 2(c) relates to the level of fixed debt due to mature within time periods. The level of debt maturing remains within the upper limits set for each category at the beginning of the financial year. (xi) The Liability Benchmark at Appendix 3. The Treasury Management Code states that organisations should evaluate the amount, timing and maturities needed for new borrowing in relation to planned borrowing needs, in order to avoid borrowing too much, too little, too long or too short. The liability benchmark is an important tool to help establish whether the Council is likely to be a long-term borrower or long-term investor in the future and so shapes its strategic focus and decision making. Essentially this benchmark identifies the projection of external debt/borrowing required over the long term to fund approved revenue & capital budgets, while keeping treasury investments at the minimum level required to manage day-to-day cash. Page 312 of 408
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(xii) This represents the comparison of the Council’s actual borrowing against an alternative strategy. This utilises the forecasts for Capital Financing Requirement, long-term liabilities, current external borrowing, balance sheet resources i.e. reserves, and that cash and investment balances are kept to a minimum of £30.0m at each year-end to maintain sufficient liquidity but minimise credit risk. (xiii) The Loans CFR (solid light blue) represents the total cost of the capital expenditure plans based on the estimated current profile of the 5-year Capital Programme 2024-2025 to 2028-2029 as approved by Policy & Strategy Committee on 19th March 2026. This reduces over time as scheduled principal repayments are made to the loans fund. The Net Loans Requirement (dotted red line) represents the minimum external borrowing required to fund the current capital expenditure plans assuming all cash reserves and balances are utilised to offset borrowing requirements. The Liability Benchmark (solid red line) represents the estimated borrowing required, taken account of liquidity allowance required of £30.0m to be held to maintain liquidity and to manage day-to-day cashflows. (xiv) The solid grey section shows the maturity profile of current borrowing. The gap between the grey section and the liability benchmark line represents the estimated additional borrowing that is forecast will be required to fund the current capital expenditure plans, via long-term and short-term borrowing options. 3. Measures of success 3.1 Overall the approach adopted by the Council’s Treasury Management team during the quarter under review met the key requirements of the 2026/27 Treasury Management Strategy. Prudential indicators have remained in accordance with those approved by Committee on 4 March 2026. The projected final outturn illustrates a healthy prudential margin and borrowing levels that are below sustainable limits, ensuring that the projected capital investment levels remain affordable and sustainable. However, the current financial volatility and increased borrowing costs has resulted in an assessment being undertaken of the potential impact on future years of the current capital programme. This will continue to be monitored to determine if any further review of the programme is required to ensure that it remains sustainably affordable. 4. Supporting documentation 4.1 Appendix 1: Loans, Long term Liabilities & Investments as at 30 June 2026. 4.2 Appendix 2: Summary of Treasury and Prudential Indicators as at quarter ended 30 June 2026. 4.3 Appendix 3: Liability Benchmark as at quarter ended 30 June 2026. 31/3/26 Actual £m 31/3/27 Forecast £m 31/3/28 Forecast £m 31/3/29 Forecast £m 31/3/30 Forecast £m 31/3/31 Forecast £m Loans CFR 1,397.8 1,583.3 1,803.1 1,995.7 2,173.0 2,322.9 less Balance Sheet Resources (366.2) (348.3) (348.3) (348.3) (341.7) (343.6) Net Loans Requirement 1,031.6 1,235.0 1,454.8 1,647.4 1,831.3 1,979.3 plus: Liquidity Allowance 30.0 30.0 30.0 30.0 30.8 31.5 Liability Benchmark 1,061.6 1,265.0 1,484.8 1,677.4 1,862.1 2,010.8 Existing Borrowing 1,101.4 867.9 693.2 615.7 538.6 463.6 New Borrowing Required 0.0 397.1 791.6 1,061.8 1,323.5 1,547.2 Page 313 of 408
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Greg Telfer Chief Officer (Finance and Technology) Page 314 of 408
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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? Financial impacts are outlined within the report. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 315 of 408
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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? As the Council borrows and invests significant sums of money it is exposed to financial risks including the loss of invested funds and the revenue effect of changing interest rates. Therefore, successful identification, monitoring and control of risk remains central to the Council’s treasury management strategy. Treasury Management activity by its very nature has a number of inherent risks including interest rate, liquidity and refinancing risks. To minimise risk for its treasury management activities the Council adopts and operates in accordance with the guidelines for best practice prescribed within the CIPFA “Treasury Management in the Public Services” Code of Practice and the CIPFA Prudential Code for Capital Finance in Local Authorities. 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 316 of 408
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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 317 of 408
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LOANS, LONG TERM LIABILITIES & INVESTMENTS AS AT 30 JUNE 2026 Appendix 1 DEBT RESTRUCTURING BALANCE 1-April-26 EARLY REDEMPTION REFINANCING NEW BORROWING / LONG-TERM LIABILITIES PRINCIPAL REPAYMENTS NET CASH MOVEMENTS BALANCE 30-June-26 (1) (2) (3) (4) (5) (6) (7) LONG-TERM LOANS PWLB 818,072,296 0 0 0 (18,440,915) (18,440,915) 799,631,381 MONEY MARKET LOANS 54,000,000 0 0 0 0 0 54,000,000.00 LOBO 1,000,000 0 0 0 (1,000,000) (1,000,000) 0.00 ENERGY EFFICIENCY LOAN 285,506 0 0 0 (98,006) (98,006) 187,500 873,357,803 0 0 0 (19,538,921) (19,538,921) 853,818,881 SHORT-TERM LOANS TEMPORARY 228,000,000 0 0 84,000,000 (76,000,000) 8,000,000 236,000,000 INTERNAL LOANS 4,210 0 0 0 0 0 4,210 228,004,210 0 0 84,000,000 (76,000,000) 8,000,000 236,004,210 LONG -TERM LIABILITIES FINANCE LEASE OBLIGATIONS 805,990 0 0 0 (267,663) (267,663) 538,327 IFRS16 RIGHT-OF-USE LIABILITY 1,678,778 0 0 0 0 0 1,678,778 LONG TERM LIABILITY 296,307,655 0 0 0 (2,889,077) (2,889,077) 293,418,578 298,792,424 0 0 0 (3,156,741) (3,156,740) 295,635,684 TOTAL EXTERNAL DEBT 1,400,154,436 0 0 84,000,000 (98,695,662) (14,695,661) 1,385,458,775 INVESTMENTS THIRD PARTY ADVANCES 1,110,218 0 0 0 (13,555) (13,555) 1,096,663 BANKS & OTHER FINANCIAL INSTITUTIONS 69,756,428 0 0 0 0 (28,043,307) 41,713,121 UNCLEARED BALANCES INCL CASH IN TRANSIT (2,271,832) 0 0 0 0 (10,769,158) (13,040,990) CASH & CASH EQUIVALENTS 68,594,814 0 0 0 (13,555) (38,826,020) 29,768,794 NET BORROWING 1,331,559,623 0 0 84,000,000 98,682,107 24,130,359 1,355,689,982 Page 318 of 408
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Appendix 2 Summary of Treasury and Prudential Indicators as at quarter ended 30 June 2026 1. Prudential Indicators (a) Capital Expenditure Initial Estimate 2026/2027 (£m) Projected Outturn 2026/2027 (£m) Variance 2026/2027 (£m) Forecast 2027/2028 (£m) Forecast 2028/2029 (£m) Forecast 2029/2030 (£m) Forecast 2030/2031 (£m) Capital Expenditure: General Services 155.2 148.2 (7.0) 177.6 117.5 143.5 89.0 Capital Expenditure: HRA 174.1 172.3 (1.8) 171.8 189.8 174.0 183.7 Total spend : Capital Expenditure 329.3 320.5 (8.8) 349.4 307.3 317.5 272.7 Total spend : Credit Arrangement 15.9 16.5 0.6 16.4 16.4 15.7 14.5 Total Capital Investment 345.2 337.0 (8.2) 365.8 323.7 333.2 287.2 Financed By: Capital Grants & Other External Contributions 61.7 60.7 (1.0) 66.6 50.4 72.2 50.6 Capital from Current Revenue 27.9 27.9 0.0 27.9 27.9 27.9 27.9 Capital receipts 3.4 3.4 0.0 3.4 0.3 0.0 0.0 Capital receipts transfer to Capital Fund 0.0 0.0 0.0 0.0 0.0 0.0 0.0 CFR : Borrowing - General Services 114.3 107.3 (7.0) 130.8 90.0 95.5 62.7 CFR : Borrowing - HRA 122.0 121.2 (0.8) 120.7 138.7 121.9 131.5 Credit Arrangements 15.9 16.5 0.6 16.4 16.4 15.7 14.5 (b) Capital Financing Requirement (CFR) Initial Estimate 2026/2027 (£m) Projected Outturn 2026/2027 (£m) Variance 2026/2027 (£m) Forecast 2027/2028 (£m) Forecast 2028/2029 (£m) Forecast 2029/2030 (£m) Forecast 2030/2031 (£m) General Services 1,160.2 1,167.0 6.8 1,282.3 1,353.1 1,427.5 1,464.6 HRA 735.7 713.8 (21.9) 817.6 937.2 1,037.8 1,145.7 Total CFR 1,895.9 1,880.8 (15.1) 2,099.9 2,290.3 2,465.3 2,610.3 Movement in CFR 206.3 184.2 219.1 190.4 175.0 145.0 (c) Gross Debt and the Capital Financing Requirement Initial Estimate 2026/2027 (£m) Projected Outturn 2026/2027 (£m) Variance 2026/2027 (£m) Forecast 2027/2028 (£m) Forecast 2028/2029 (£m) Forecast 2029/2030 (£m) Forecast 2030/2031 (£m) Gross Borrowing : Loan Debt 1,320.1 1,270.4 (49.7) 1,510.4 1,723.0 1,904.6 2,051.7 Long-term Liabilites 294.5 297.4 2.9 296.6 294.4 292.2 287.2 Gross Debt 1,614.6 1,567.8 (46.8) 1,807.0 2,017.4 2,196.8 2,338.9 Capital Financing Requirement 1,895.9 1,880.8 (15.1) 2,099.9 2,290.3 2,465.3 2,610.3 Prudential Margin 281.3 313.0 31.7 292.9 272.9 268.5 271.4 Page 319 of 408
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Appendix 2 (cont) Summary of Treasury and Prudential Indicators as at quarter ended 30 June 2026 1. Prudential Indicators (d) Authorised Limit and Operational Boundary Initial Authorised Limit 2026/2027 (£m) Initial Operational Boundary 2026/2027 (£m) Maximum Borrowing Level Q1 2026/2027 (£m) Borrowing 1,540.0 1,350.0 1,105.3 Other Long-term Liabilities 301.0 295.0 295.6 Total Debt 1,841.0 1,645.0 1,400.9 (e) Proportion of Financing Costs to Net Revenue Stream Initial Estimate 2026/2027 (£m) Projected Outturn 2026/2027 (£m) Variance 2026/2027 (£m) Forecast 2027/2028 (£m) Forecast 2028/2029 (£m) Forecast 2029/2030 (£m) Forecast 2030/2031 (£m) General Fund Loan Charges 46.5 51.0 4.5 58.1 69.0 76.8 83.7 General Fund Finance Lease/PPP Costs 15.5 16.5 1.0 15.0 14.7 14.2 13.9 General Fund : Capital Financing Costs 62.0 67.5 5.5 73.1 83.7 91.0 97.6 General Fund : Net Revenue Stream 1,149.2 1,149.2 0.0 1,158.4 1,164.7 1,169.4 1,176.7 Proportion of Financing Costs to Net Revenue Stream - GF 5.4% 5.9% 0.5% 6.3% 7.2% 7.8% 8.3% Proportion of Financing Costs to Net Revenue Stream Initial Estimate 2026/2027 (£m) Projected Outturn 2026/2027 (£m) Variance 2026/2027 (£m) Forecast 2027/2028 (£m) Forecast 2028/2029 (£m) Forecast 2029/2030 (£m) Forecast 2030/2031 (£m) HRA Loan Charges 45.5 45.8 0.3 51.7 61.1 71.1 79.6 HRA Finance Lease/PPP Costs 0.4 0.3 (0.1) 0.3 0.3 0.0 0.0 HRA : Capital Financing Costs 45.9 46.1 0.2 52.0 61.4 71.1 79.6 HRA : Net Revenue Stream 184.6 184.6 0.0 194.5 205.5 215.5 226.9 Proportion of Financing Costs to Net Revenue Stream - HRA 24.9% 25.0% 0.1% 26.7% 29.9% 33.0% 35.1% Page 320 of 408
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Appendix 2 (cont) Summary of Treasury and Prudential Indicators as at quarter ended 30 June 2026 2. Treasury Management Indicators a) Interest Rate Exposures on External Interest Payments Position as at 30/06/2026 (£m) % External Interest Payable on Fixed Rate Loan Debt 50.8 100.0% External Interest Payable on Variable Rate Loan Debt 0.0 0.0% b) Loans Fund Revenue Account Initial Estimate 2026/2027 (£m) Projected Outturn 2026/2027 (£m) Variance 2026/2027 (£m) %age Loans Fund Interest Payments 64.6 69.6 (5.0) (7.7%) Loans Fund Expenses 0.4 0.4 0.0 0.0% Total Loans Interest Payments & Expenses 65.0 70.0 (5.0) (7.7%) Loans Funds Investment Income (2.0) (2.2) 0.2 (10.0%) Total Loans Fund Interest Payments Investment Income & Expenses 63.0 67.8 (4.8) (7.6%) Allocated as follows : Loans Fund Interest Payments Investment Income & Expenses:General Fund 33.0 37.5 (4.5) (13.6%) Loans Fund Interest Payments Investment Income & Expenses:HRA 30.0 30.3 (0.3) (1.0%) Capital Advances Repayments - General Fund 13.5 13.5 0.0 0.0% Capital Advances Repayments - HRA 15.6 15.5 0.1 0.6% Total Capital Advances 29.1 29.0 0.1 0.3% Total Loan Charges 92.1 96.8 (4.7) (5.1%) c) Maturity Structure of Borrowing <12months 12 months to 2 years 2 to 5 years 5 to 10 years 10 to 20 years 20 to 30 years 30 to 40 years 40 to 50 years >50 years Upper Limit maturing :Fixed & Variable Rate Debt 15.0% 15.0% 35.0% 35.0% 25.0% 25.0% 15.0% 15.00% 15.00% Lower Limit maturing :Fixed & Variable Rate Debt 0.0% 0.0% 10.0% 10.0% 5.0% 0.0% 0.0% 0.00% 0.00% Maturity structure at the start of Q1 11.3% 9.4% 26.3% 24.4% 7.9% 12.3% 5.5% 3.0% 0.0% Maturity structure at the end of Q1 11.4% 9.6% 25.9% 24.5% 7.4% 12.6% 5.6% 3.0% 0.0% Page 321 of 408
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Appendix 3 0 500 1,000 1,500 2,000 2,500 2026 2028 2030 2032 2034 2036 2038 2040 2042 2044 2046 2048 2050 2052 2054 2056 £m Liability Benchmark - North Lanarkshire Fixed rate loans LOBO loans Loans CFR Liability benchmark Net loans requirement Page 322 of 408
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North Lanarkshire Council Report Finance and Resources Committee Does this report require to be approved? ☐ Yes ☒ No Ref GT/PH/RM Date 02/09/26 Treasury Management Annual Activity Report – 2025/2026 From Greg Telfer, Chief Officer (Finance and Technology) E-mail TelferG@northlan.gov.uk Executive Summary This report fulfils the key requirements of the Council’s reporting procedures for Treasury Management in accordance with the CIPFA Code of Practice on Treasury Management and the CIPFA Prudential Code for Capital Finance in Local Authorities in that it: • Outlines the treasury management activity undertaken during 2025/2026 and the resulting impact on the Council’s borrowing and investment strategy. • Reports on the Council’s performance in complying with the mandatory prudential indicators. • Provides a detailed summary of the Council’s performance, making reference to those targets and prudential indicators set at the start of the year within the approved strategy. Recommendations It is recommended that the Finance and Resources Committee: (1) Acknowledges the Treasury Management activity undertaken during 2025/2026 and its resulting impact on the Council’s borrowing and investment strategy set out within Appendix 1 to this report. 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 Item 19 Page 323 of 408
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1. Background 1.1 The Council is required to meet a number of key reporting requirements for Treasury Management in accordance with the CIPFA Code of Practice on Treasury Management and the CIPFA Prudential Code for Capital Finance in Local Authorities. 1.2 This report fulfils one of these requirements, outlining the treasury management activity undertaken during 2025/2026 and the resulting impact on the Council’s borrowing and investment strategy and the Council’s performance in complying with the mandatory treasury and prudential indicators. 2. Report 2.1 The Treasury Management Strategy Statement 2025/2026 approved by Committee on 26 February 2025, set out the Treasury Management policies, practices and activities to be undertaken by the Treasury Management function during 2025/2026 2.2 Appendix 1 provides a detailed summary of the Council’s performance, referencing those targets and prudential indicators set at the start of the year within the approved strategy. 2.3 It focuses on the key areas of Treasury Management activity during 2025/2026 including: • External Borrowing • Interest Rates & Payments • Debt Maturity Profile • Investment Performance • Sources of Borrowing • Leasing • Regulatory Framework, Risk and Performance 2.4 The Council’s Treasury Management activity continued to be managed in the light of the market conditions, to take advantage of lower interest rates for borrowing where possible, while minimising the level of investment balances held, with the Council’s average loans pool rate decreasing from 4.87% to 4.78% due to decreasing market interest rates throughout 2025/26. 3. Measures of success 3.1 Overall the approach adopted by the Council’s Treasury Management team met the key requirements of the 2025/2026 Treasury Management Strategy. 4. Supporting documentation 4.1 Appendix 1: Treasury Management Annual Activity Report 2025/2026 Page 324 of 408
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Greg Telfer Chief Officer (Finance and Technology) Page 325 of 408
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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? Financial impacts are outlined within the report. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 326 of 408
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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? As the Council borrows and invests significant sums of money it is exposed to financial risks including the loss of invested funds and the revenue effect of changing interest rates. Therefore, successful identification, monitoring and control of risk remains central to the Council’s treasury management strategy. Treasury Management activity by its very nature has a number of inherent risks including interest rate, liquidity and refinancing risks. To minimise risk for its treasury management activities the Council adopts and operates in accordance with the guidelines for best practice prescribed within the CIPFA “Treasury Management in the Public Services” Code of Practice and the CIPFA Prudential Code for Capital Finance in Local Authorities. 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 327 of 408
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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 328 of 408
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Appendix 1 Treasury Management Annual Activity Report 2025/2026 Page 329 of 408
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Appendix 1 Index 1. Introduction 2. Background 3. Borrowing Requirement 2025/2026 4. Economic Background & Interest Rates 2025/2026 5. Interest Payments 2025/2026 6. Debt Maturity Profile 7. Sources of Borrowing 8. Debt Rescheduling 9. The Prudential Code for Capital Finance 10. Temporary Funds Investment Performance 11. Leasing 12. Soft Loans 13. Financial Guarantee 14. Treasury Management Advisory Service 15. Policy on Repayment of Loans Fund Advances 2025/2026 16. Regulatory Framework, Risk and Performance Page 330 of 408
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Treasury Management Annual Activity Report 2025/2026 Appendix 1 1. Introduction 1.1 Treasury Management deals with the borrowing and investment activity of the Council and is an integral part of the Council’s Financial Strategy. It seeks to ensure that both capital borrowing requirements and day to day revenue transactions are fully funded. Its importance has increased as a result of the additional freedoms provided by the Prudential Code. 1.2 The Council’s treasury activities are strictly regulated by statutory requirements and a professional code of practice. Revised editions of the CIPFA Prudential Code and CIPFA Treasury Management Code of Practice were issued in December 2021. In accordance with the Council’s financial regulations, the Council adopts the fully revised CIPFA “Treasury Management in the Public Services” Code of Practice (the Code) including the key principles and the Treasury Management Policy statement. 1.3 Within the Council, the Audit and Scrutiny Panel ensures the effective scrutiny of the treasury management strategy and policies, while the Finance and Resources Committee remains responsible for the development of the Strategy, its implementation and monitoring. The Council also promotes members’ responsibility in this area, requiring greater member scrutiny of treasury management activity. 1.4 The Code of Practice requires the Council to produce reports on its Treasury Management policies, practices and activities, including, as a minimum, an annual strategic plan at the beginning of the financial year, a mid-year review, followed by an annual report on the measurement of success at the year-end. To ensure compliance with the Code of Practice, Treasury Management procedures are continually reviewed with any amendments reported to Committee as appropriate. Prudential arrangements and treasury management performance information is submitted to Committee on a quarterly basis. 2. Background 2.1 The Council has adopted the CIPFA Code of Practice in Treasury Management and operates its treasury services to mitigate the effect of possible risk in this function, while undertaking borrowing and investment activities that are prudent, affordable and sustainable. 2.2 As noted in 1.4 above, the Code of Practice requires the Council to produce reports on its Treasury Management policies, practices and activities on a regular and ongoing basis. This includes the preparation of an annual activity report providing a detailed summary of the Council’s performance, making reference to those targets, limits and indicators set at the start of the year within the approved strategy. 2.3 In accordance with the Council’s Treasury Management policy, the report focuses on activities undertaken during the year in the following key areas:- • External Borrowing • Interest Rates • Interest Payments • Debt Maturity Profile • Sources of Borrowing • Debt Rescheduling • Temporary Investments • Leasing • Compliance with the Prudential Code • Regulatory Framework, Risk and Performance Page 331 of 408
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Treasury Management Annual Activity Report 2025/2026 Appendix 1 3. Borrowing Requirement 2025/2026 Capital Borrowing Requirement 3.1 The Treasury Management Strategy (TMS) for 2025/2026, approved by the Finance & Resources Committee on 26 February 2025, indicated a capital programme of £293.6m. The capital expenditure programme was budgeted to be funded by external grants & contributions of £59.5m, capital contributions from revenue of £46.8m, credit arrangements of £14.4m and capital receipts of £3.4m, resulting in a projected increase in the capital borrowing requirement of £169.5m. 3.2 The actual total investment in council assets during 2025/2026, amounted to £322.8m, which was partially funded by external grants and receipts of £104.9m, capital contributions from revenue of £36.3m, credit arrangements of £17.9m and capital receipts of £3.0m, resulting in a capital borrowing requirement totalling £160.7m to support this capital investment, which is £8.8m lower than the initial estimate and £4.4m less than the revised estimate reported at Q4. 3.3 This reflects an increase in capital expenditure of £29.2m during 2025/26, increased income resources of £38.0m and therefore reduced capital financing requirement of £8.8m. The increase in capital expenditure incorporates increased external funding underpinning current and additional capital investment projects and increased slippage from 2024/25 to 2025/26 than originally envisaged at TMS setting thereby resulting in a net decrease in capital borrowing requirement in 2025/26. 3.4 The Council continued to experience challenges in delivering the Strategic Capital Investment Programme and HRA Investment Programme in light of a number of external factors affecting the wider economy including availability of materials, contractors and inflationary pressures. This resulted in reduced capacity for external contractors to deliver projects within previously assumed timelines, and increased material costs. As a result, decisions were taken by the Policy & Strategy Committee on 13 March 2025 and Strategic Capital Delivery Group (SCDG) at its meetings in August 2025, October 2025 and January 2026, to re-profile the capital programme to reflect revised delivery timescales. This resulted in movements in the budgeted capital programme throughout 2025/26, and final expenditure resulted in slippage that will be re-profiled to 2026/27. 3.5 The revised estimates contained within this report when compared to the initial estimates reflect the impact of Policy & Strategy Committee, Housing Committee and SCDG decisions and were approved within the Treasury Management Strategy 2026/2027 and Prudential Indicators 2026/27 to 2030/2031, approved by the Finance & Resources Committee on 4 March 2026. For comparison of the estimate to actual outturn, unless otherwise stated, the comparator adopted within this report is the actual outturn to the revised estimate reported at Q4. 3.6 Members have received reports throughout the year advising them of anticipated variations to the capital expenditure programmes and resource levels. 3.7 As highlighted in Table 3 included within Section 9 which outlines the Prudential Code for Capital Finance requirements, the resource mix to finance the 2025/2026 capital expenditure programme varied from the original estimate, primarily due to increases in net capital grants and external contributions of £45.4m and Credit Arrangements of £3.5m partly offset by a decrease in CFCR Contributions of (£10.5m), Capital Receipts of (£0.4m). Page 332 of 408
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Treasury Management Annual Activity Report 2025/2026 Appendix 1 Capital Financing Requirement 2025/2026 3.7 The 2025/2026 capital financing requirement of £160.7m was funded primarily by a combination of internal balances/reserves, short-term borrowing(<1year) and long-term borrowing from the Public Works Loan Board (PWLB). A full summary is provided within Section 7 Sources of Borrowing. 4. Economic Background & Interest Rates 2025/2026 4.1 The financial year was largely dominated by two periods of significant uncertainty and volatility. The first being the US trade tariff ‘Liberation Day’ in April 2025 and the second was the US/Israel war with Iran at the end of February 2026. After the initial fallout from US trade tariffs, the following months saw some improvements as equity markets made gains and bond yields eased modestly. However, in the UK this trend in bond yields reversed somewhat as an uncertain economic outlook together with concerns around the government’s fiscal position and autumn Budget saw ‘term premia’ rise as investors demanded a higher return for holding gilts. 4.2 The Budget itself was more muted than had been expected. Despite a weak economic outlook, this helped UK markets perform better with gilt yields trending downwards, inflation easing, and expectations for cuts in Base Rate increasing. 4.3 The end of February 2026 saw the start of the war between US/Israel and Iran. The conflict caused oil and other commodity prices to rise sharply as the shipping lanes in the region became effectively closed, restricting global oil supply. At the end of the period, the economic outlook remained highly uncertain in terms of its impact on inflation as well as countries’ fiscal and monetary policy conditions around the globe. 4.4 Prior to the start of the war, headline UK consumer price inflation (CPI) inflation had generally been trending downwards, albeit the 3% in February 2026 was unchanged from January. Core CPI was 3.2%, up slightly by 0.1% from January. Inflation was expected to fall further over the coming months to the Bank of England’s (BoE) 2% target, but the war changed this. Inflation is now expected to rise again, but how quickly and by how much depends on the duration of the war and how long commodity prices are elevated. 4.5 The Office of National Statistics (ONS) reported the UK economy expanded by 0.1% in Q4 2025. This followed previous modest gains of 0.2% in Q2 and by 0.1% in Q3. Of the subsequent monthly figures, the ONS estimated that GDP showed no growth in January 2026. As this is from before the war started the impact on growth will not be seen formally in the data for a couple more months. 4.6 While the most recent labour market figures were slightly better than expected, the general trend has been one of persistent weakness. In the three months to January 2026, the unemployment rate rose to 5.2% (from 5.1%), while the employment rate held at 75.1%. Despite inflation being expected to rise in the coming months, labour market conditions remain loose and so any upward pressure on wages from general inflation is likely to be tempered by the weaker labour market environment. 4.7 After cutting Base Rate to 3.75% in December 2025, the BoE’s Monetary Policy Committee (MPC) voted 5-4 to hold rates in February 2026 and then unanimously to do so again in March. Until the war started, financial markets were expecting Base Rate to be cut to 3.5% at the March meeting. However, the conflict in the Middle East quickly changed this. The MPC noted the risks to both inflation and growth and indicated they could move rates either up or down depending on the conditions. Financial markets quickly responded to this by pricing in rate hikes. Page 333 of 408
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Treasury Management Annual Activity Report 2025/2026 Appendix 1 4.8 Following the March MPC meeting, our treasury management advisors revised its central interest rate view and now predicts Base Rate will be held at 3.75%. However, the conflict makes the outlook for rates highly uncertain. In the short-term the risks are to the upside with the chance of higher Base Rate should the MPC decide it wishes to quickly quash potential second-round effects from higher inflation. Further out, if Base Rate is hiked quickly, the pace and magnitude of subsequent cuts could take it far lower than was previously anticipated as policymakers add significant stimulus to a much weaker economic growth outlook. 4.9 In global terms, the US Federal Reserve had been cutting rates over the period, reducing Fed Funds Rate target range by 0.25% at its December meeting to 3.50%- 3.75%. At the three subsequent meetings, the rate was held at the same range. Policymakers noted that while inflation was elevated, economic activity had been expanding but the war with Iran made the path of monetary policy highly uncertain. Despite this, the Fed still suggested that further rate cuts were likely in 2026 and 2027. The European Central Bank (ECB) has kept its key interest rates on hold since June 2025, maintaining the deposit rate at 2.0% and main refinancing rate at 2.15%. At its March 2026 meeting, the ECB noted the war in the Middle East had significantly increased uncertainty, creating upside risks for inflation and downside risks for growth, leading it to revise up its forecasts accordingly. 4.10 Reflecting the impact of the economic volatility throughout 2025/26, the graph below illustrates lending interest rates generally falling throughout the year anticipating and reflecting Bank of England base rate decreases announced throughout the year to stand at 3.75% in March 2026. The fluctuation in the short-term borrowing rates payable by the Council for temporary funds (less than 1 year) is influenced by the prevailing market lending rates, the margin representing the relative supply and demand on any given day for local authority to local authority borrowing, and the term of borrowing profiled to the Council’s cashflow requirements. 3.500 3.750 4.000 4.250 4.500 4.750 Interest Rate % 2025/2026 Monthly Average market lending rates for 7 day, 3 months, and 12 months Base rate 7 day 3 Mths 12 Mths Page 334 of 408
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Treasury Management Annual Activity Report 2025/2026 Appendix 1 4.11 After declining sharply early in the financial year following the announcement of US tariffs, sentiment in financial markets had improved but equity and bond markets remained volatile throughout. However, the latter part of the period was dominated by the US/Israel war with Iran, which saw equity markets fall sharply, and bond yields rise as concerns over the inflationary impact from sharply higher oil and other commodity prices outweighed the flight-to-quality into government bonds often seen in conflicts. Equity markets had been registering gains after the declines during the April sell-off, but the war reversed this and markets saw another sharp drawdown. Both the FTSE 100 and 250 fell by around 10% over the month from the start of the conflict to the end of the financial year. 4.12 Gilt yields slightly decreased over most of the period; reflecting expectations of lower interest rates, a tepid economy and to some extent an improvement in the UK governments fiscal position following tax rises in the autumn budget. Subsequent to the war in the Middle East however, gilt yields saw a rapid rise to above the yield at the beginning of the financial year. 4.13 The 10-year UK benchmark gilt yield started the year at 4.65% and ended at 4.86%. However, over this time the 10-year yield hit a low of 4.23% and a high of 4.95% in the space of a month. It was a similar picture for the 20-year gilt which started at 5.18% and ended at 5.45% with a low and high of 4.92% and 5.55% respectively. The Sterling Overnight Rate (SONIA) averaged 4.01% over the 12 months to 31st March. 4.14 The change in the perception as to how the economy is progressing is more readily explained by an analysis of the fluctuations in the PWLB medium to long term rates as per the graph below. 5.200 5.400 5.600 5.800 6.000 6.200 6.400 6.600 Interest Rate % 2025/2026 Monthly Average PWLB rates or periods up to 10, 25 and 50 years up to 10 years up to 25 years up to 50 years Page 335 of 408
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Treasury Management Annual Activity Report 2025/2026 Appendix 1 4.15 The spread between the highest and lowest daily interest rates payable for PWLB 10, 25 and 50 year borrowing periods throughout 2025/2026 were 0.75% for the 10-year range, 0.65% for 25-year range and 0.78% for the 50-year range. The PWLB certainty rate for 10-year maturity loans was 5.38% at the beginning of the period and 5.72% at the end. The lowest available 10-year maturity rate was 5.13% and the highest was 5.88%. Rates for 25-year maturity loans ranged from 5.71% to 6.73% during the period, and 50-year maturity loans from 5.46% to 6.24%. 4.16 The new HRA PWLB rate which is 0.4% below the currently available certainty rate was made available from 15th June 2023. This rate will now be available to March 2027. The discounted rate is to support local authorities borrowing for Housing capital purposes or refinancing existing HRA loans, providing a window of opportunity for HRA- related borrowing during this time frame. During 2025/26, borrowing of £85.0m was taken utilising the HRA discount rate. In conjunction with our treasury advisors, we continue to review the requirements and assess the borrowing opportunities for the Council for 2026/27. 4.17 The cost of short-term borrowing from other local authorities has been similar to or a little above Base Rate for most of the period, with interest rates between 4.0% and 4.5%. However, as is commonly seen, rates rose higher towards the end of the financial year, with rates of 5.0% - 7.0% being seen. 5. Interest Payments 2025/2026 5.1 The Council made interest payments in 2025/2026 of £60.4m (£57.2m in 2024/2025). This includes both the external and internal elements of interest payable, and the annual write-off associated with premiums and discounts. This increase of £10.4m from 2024/2025 levels represents additional net interest costs of £3.2m, comprising an increase in external interest payable of £4.9m, decrease in internal interest on revenue balances charges of £0.7m, and increased investment income of £0.9m due to increased short-term balances held for investment throughout the year. Whilst an increase in costs from previous year, total costs are primarily managed using a combination of internal balances/reserves and short-term borrowing(<1yr) which was sourced at lower interest rates, to meet the in-year capital financing requirement and the refinancing of long-term debt maturing, in lieu of future long-term borrowing where possible. This reflecting the borrowing strategy adopted in 2025/2026, which is complimented by efficient cashflow management and balance sheet analysis and ensures the nature and timing of new borrowing remains efficient and effective, achieving value for money. 5.2 The Council’s average cost of servicing its debt and investment portfolio has started to stabilise after increases in recent years due to rising market interest rates, with rates now starting to move downwards slowly with the weighted average loans fund pool rate for 2025/26 being 4.78%, a minor decrease of 0.09% when compared to the average rate of 4.87% for 2024/25. 5.3 Given the term structure of interest rates prevailing throughout the year, the borrowing strategy adopted minimised carrying costs, whilst managing liquidity. Along with the weighted average loans fund pool rate of the Council’s loan portfolio decreasing slightly this year, debt costs were retained at prudent levels despite the significant increase in prudential borrowing rates. However, with interest rates forecast to continue to volatile in 2026/2027 and possibly thereafter, this will become more challenging whilst maintaining the current capital investment programme. Page 336 of 408
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Treasury Management Annual Activity Report 2025/2026 Appendix 1 6. Debt Maturity Profile 6.1 Debt maturity profiles are continually monitored in the management of Treasury Management risk and in particular refinancing, liquidity and interest rate risk. 6.2 A summary of the current debt maturity profile is contained in Table 1 below. Maturity Profile 2025/2026 2024/2025 £m % £m % Temporary Borrowing < 1yr 228.0 20.70% 220.0 22.28% Long term borrowing: Maturing in less than 1 Year 98.5 8.94% 78.0 7.90% Maturing in 1 - 2 Years 81.7 7.42% 60.2 6.10% Maturing in 2 - 5 Years 229.6 20.85% 150.6 15.24% Maturing in 5 - 10 Years 213.8 19.41% 212.3 21.49% Maturing in 10 - 20 Years 68.3 6.20% 74.9 7.58% Maturing in 20 - 30 Years 107.4 9.75% 101.9 10.32% Maturing in 30 - 40 Years 48.3 4.39% 64.0 6.48% Maturing in more than 40 Years 25.8 2.34% 25.8 2.61% 1,101.4 100.00% 987.6 100.00% Table 1 6.3 A graphical presentation of the current long-term debt maturity profile on an annual basis is shown below. 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100 105 Millions FINANCIAL YEAR Forecast Long-term Debt Maturity Profile as at 31 March 2026 Public Works Loan Board (PWLB) Market Loans SALIX Page 337 of 408
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Treasury Management Annual Activity Report 2025/2026 Appendix 1 6.4 It should be noted that the maturity profile includes variable rate debt which can be repaid in whole or part at any time up until the maturity date without penalty, further increasing the flexibility within the repayment profile. It is currently assumed this debt will be held to maturity, subject to certain conditions. 6.5 The graph highlights that for the period after 2030/2031, the average debt maturing is lower than earlier years, and in a number of later years there is little or no debt due to be repaid. This may offer opportunities for sourcing debt within this maturity spectrum as part of future capital financing or debt restructuring/replacement strategies, dependent upon current market interest rates and in compliance with the overall Treasury Management strategy. 6.6 The graphical presentation of the debt maturity profile excludes short-term borrowing which was originally sourced to be repaid within 12 months (temporary borrowing < 1 year) per Table 1 above. It also includes principal outstanding for LOBO (Lender’s Option Borrower’s Option) loans based on their maturity date as opposed to the potential maturity date in the year where options or calls exist. A LOBO is called when the lender exercises its right to amend the interest rate on the loan at which point the Council can accept the revised terms or reject them and repay the loan. 6.7 At 31 March 2026 the Council had an exposure of £1.0m to LOBO loans, which has a call date falling within less than one year, with interest rates payable of 10.937%. This balance of £1.0m was taken out in the mid 1980’s to early 1990’s. Based on the current and the forecast interest rates the likelihood of these loans being called has been assessed as minimal. In the event that the call option were to be exercised, the default position will be the repayment of the LOBO without penalty with the associated treasury management risks (refinancing/interest rate/liquidity) managed in line with the borrowing strategy for other maturing debt. This loan is scheduled for redemption early in 2026/27. 6.8 The graphical presentation below provides a further analysis of the average annual rate of interest payable on maturing long-term debt. This analysis highlighting possible opportunities for savings in interest costs over the coming years, as the refinancing strategy adopted, will look to replace these loans at lower average interest rates than the historic interest rates currently being paid on the respective debt reaching maturity depending on the prevailing market conditions. In the years where no loans fall due for repayment this shows as 0.00% within the graph below. 0.00% 2.00% 4.00% 6.00% 8.00% Average Interest Rate of Interest Payable on Maturing Long term Debt Page 338 of 408
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Treasury Management Annual Activity Report 2025/2026 Appendix 1 7. Sources of Borrowing 7.1 At the 31 March 2026 the Council’s total external debt, defined as actual gross borrowing (excluding interest accrued) plus obligations outstanding in respect of finance leases including IFRS16 and Service Concessions liabilities had risen from £1,284.5m to £1,400.2m, an increase of £115.7m as shown in Table 2 below. Sources of Finance 2025/2026 2024/2025 £m % £m % Public Works Loan Board 818.1 58.4% 710.1 55.4% Money Market Loans 55.0 3.9% 57.0 4.4% Temporary Borrowing 228.0 16.3% 220.0 17.1% Energy Efficiency Loan – Salix 0.3 0.0% 0.5 0.0% Total Debt Outstanding 1,104.4 78.6% 987.6 76.9% Finance Lease Liabilities (including IFRS16) 2.5 0.2% 4.7 0.4% Service Concessions Liabilities 296.3 21.2% 292.2 22.7% Total Long-term Liabilities 298.8 21.4% 296.9 23.1% Total External Debt 1,400.2 100.0% 1,284.5 100.0% Annual Movement 115.7 Table 2 7.2 The increase in external debt of £115.7m is primarily due to movements in the total debt outstanding of £113.8m with PWLB borrowing increasing by £108.0m, due to new PWLB borrowing of £185.0m offset by PWLB repayments of principal for PWLB of £77.0m falling due for repayment in 2025/2026 per the terms of the original loan agreements, an increase of £8.0m in temporary borrowing, (with transactional activity in terms of temporary borrowing being £438.0m in total, comprising £238.0m of cash received and £230.0m of cash being repaid during 2025/2026) and repayments of £2.0m in respect of market loans and £0.2m in respect of energy efficiency loans from Salix. 7.3 In addition, within 2025/26 there was a net increase in long term liabilities of £1.9m which was due to the requirements of IFRS16 Leases which requires the re- measurement of PPP liabilities annually which resulted in an increase of £8.2m recognised in 2025/2026 and £0.2m increase on IFRS16 leases. In addition, the Service Concession flexibility available through Finance Circular 10/2022 (Finance Leases and Service Concession Arrangements) which was implemented in 2023/24, which allowed the Council to amend statutory repayment of principal elements of the lease component of service concession arrangements over the estimated asset lives instead of the contractual period. The value of this deferral relating to 2025/2026 was £9.0m. These were offset by contractual repayments in respect of leases and Service Concessions liabilities of £15.5m. 7.4 The above approach to borrowing in 2025/2026 was underpinned by: • interest rate expectations; Page 339 of 408
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Treasury Management Annual Activity Report 2025/2026 Appendix 1 • the management of carrying costs; • the spend profile of the Capital Investment programme; and • managing reserves and balances at prudent levels in lieu of external borrowing. 8. Debt Rescheduling 8.1 Debt rescheduling is defined as the reorganisation of existing debt in such a way as to amend the debt repayment profile of the authority, reduce the principal sum borrowed, alter the degree of volatility of the debt or vary the interest charge payable. 8.2 During 2025/2026, the economic climate in relation to our financial targets and Treasury Management strategy was monitored. The interest rates prevailing throughout the period resulted in no beneficial opportunities for debt restructuring/rescheduling of the PWLB debt portfolio. 8.3 A decision taken by the PWLB in October 2010 to increase interest rates, by an average of 0.90% above UK Government gilts, across the whole maturity spectrum for new PWLB fixed and variable rate loans from 1 year up to 50 years continues to significantly limit opportunities. 9. The Prudential Code for Capital Finance Prudential Indicators 9.1 Following the introduction of the Local Government in Scotland Act 2003 and the Prudential Code for Capital Finance in Local Authorities, the Treasury Management Strategy Statement 2025/2026 detailed the mandatory prudential indicators, essential for ensuring that the Council's capital programmes were affordable, prudent and sustainable. 9.2 The Council approved a variety of indicators, including revised estimates for the financial years 2025/2026 through to 2029/2030. The total capital investment in 2025/2026 was £322.8m. A summary as to how this was financed is provided in Table 3 below. Table 3 9.3 The Capital Financing Requirement (CFR) which is a measure of the Council’s underlying borrowing need, comprising borrowing and credit arrangements, was £0.8m Capital Expenditure 2025/2026 Initial Estimate (£m) 2025/2026 Revised Estimate (£m) 2025/2026 Actual (£m) Variance (£m) Expenditure on assets 279.2 309.6 304.9 (4.7) Credit Arrangements 14.4 14.0 17.9 3.9 Total Capital Investment 293.6 323.6 322.8 (0.8) Financed by Borrowing 169.5 165.1 160.7 (4.4) Capital receipts 3.4 2.9 3.0 0.1 Grants & External Contributions 59.5 105.9 104.9 (1.0) CFCR 46.8 35.7 36.3 0.6 Credit Arrangements 14.4 14.0 17.9 3.9 Page 340 of 408
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Treasury Management Annual Activity Report 2025/2026 Appendix 1 less than anticipated as at 31 March 2026, compared to the revised estimate as shown in Table 4. The CFR is split between General Services and HRA which reflects actual debt outstanding as at 31 March 2026. Capital Financing Requirement 31 March 2026 Initial Estimate (£m) 31 March 2026 Revised Estimate (£m) 31 March 2026 Actual (£m) Variance (£m) General Services 1,080.8 1,073.8 1,072.4 (1.4) HRA 640.6 623.6 624.2 0.6 Total CFR 1,721.4 1,697.4 1,696.6 (0.8) Table 4 9.4 This 2025/2026 decreased borrowing requirement (CFR) of £0.8m per Table 4 above comprises the reduced borrowing for capital expenditure on assets of £4.7m and a £3.9m increase related to measurement of Service Concession liabilities for 2025/26. 9.5 Per Table 5 below, the external debt position of the Council at the 31 March 2026 was £3.4m higher than expected compared to the revised estimate, due to measurement of Service Concession liabilities. Sources of Finance 31 March 2026 Initial Estimate 31 March 2026 Revised Estimate 31 March 2026 Actual Variance £m £m £m £m Public Works Loan Board 889.5 818.1 818.1 - Money Market Loans 55.0 55.0 55.0 - Energy Efficiency Loan –Salix 0.3 0.3 0.3 - Temporary Borrowing 242.0 228.0 228.0 - Total Debt Outstanding 1,186.8 1,101.4 1,101.4 - Finance Lease Liabilities 2.1 2.5 2.5 - Service Concessions Liabilities 291.9 292.9 296.3 3.4 Total Long-term Liabilities 294.0 295.4 298.8 3.4 Total External Debt 1,480.8 1,396.8 1,400.2 3.4 Table 5 9.6 As a result of the movements in the capital financing requirement and the external debt position described above, there is a healthy prudential margin of £296.4m (the need to borrow versus actual borrowing) at the end of 2025/2026, as shown in Table 6 below. This is consistent with the Council approach to use internal reserves and balances to fund the cumulative capital financing position at the 31 March 2026 as an alternative to undertaking additional external borrowing where possible. Page 341 of 408
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Treasury Management Annual Activity Report 2025/2026 Appendix 1 31 March 2026 Initial Estimate (£m) 31 March 2026 Revised Estimate (£m) 31 March 2026 Actual (£m) Total CFR 1,721.4 1,697.4 1,696.6 Total External Debt 1,480.8 1,396.8 1,400.2 Prudential Margin 240.6 300.6 296.4 Table 6 9.7 Table 7 below shows the ratio of capital financing costs to total income for General Services and HRA. Interest costs were lower than initial estimates due to lower borrowing levels and lower market interest rates led by decreasing base rate during the year outlined within Sections 9.15 to 9.17 below. In addition, net revenue income for General Fund was slightly lower than initial estimates due to changes in government grants awarded. Overall, it continues to reflect the efficient management of investment and borrowing activity demonstrated throughout this report. Proportion of Financing Costs/Income 31 March 2026 Initial Estimate 31 March 2026 Actual General Services 5.8% 5.9% HRA 25.4% 23.6% Table 7 9.8 The Authorised Limit is the ‘Affordable Borrowing Limit’ required by S35 of the Local Government Act 2003. The Council does not have the power to borrow above this level. The Operational Boundary is the expected borrowing position of the Council during the year. Periods where the actual position is either below or above the Operational Boundary are acceptable subject to the Authorised Limit not being breached. 9.9 Table 8 below shows in 2025/2026 the Council has maintained its gross borrowing and its long-term liabilities within the Authorised Limit and Operational Boundary. Approved Limit 2025/2026 (£m) Maximum held per 2025/2026 Activity (£m) Limit Breached (Yes/No) Authorised Limit : Borrowing 1,505.0 1,101.4 No : Long-term Liabilities 335.0 298.8 No Operational Boundary : Borrowing 1,455.0 1,101.4 No : Long-term Liabilities 325.0 298.8 No Total Gross Borrowing at 31 March 2026 1,101.4 Total Long-term Liabilities at 31 March 2026 298.8 External Debt at 31 March 2026 1,400.2 Table 8 9.10 The external debt includes both the actual gross borrowing and long-term liabilities held at a specific point in time (i.e. 31 March 2026). Page 342 of 408
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Treasury Management Annual Activity Report 2025/2026 Appendix 1 9.11 The Liability Benchmark at Table 10 below is a new indicator. The Treasury Management Code states that organisations should evaluate the amount, timing and maturities needed for new borrowing in relation to planned borrowing needs, in order to avoid borrowing too much, too little, too long or too short. The liability benchmark is an important tool to help establish whether the Council is likely to be a long-term borrower or long-term investor in the future and so shapes its strategic focus and decision making. Essentially this benchmark identifies the projection of external debt/borrowing required over the long term to fund approved revenue & capital budgets, while keeping treasury investments at the minimum level required to manage day-to- day cash. 9.12 This represents the comparison of the Council’s actual borrowing against an alternative strategy. This utilises the forecasts for Capital Financing Requirement, long-term liabilities, current external borrowing, balance sheet resources i.e. reserves, and that cash and investment balances are kept to a minimum of £30.0m at each year-end to maintain sufficient liquidity but minimise credit risk. Table 9 Table 10 31/3/26 Actual £m 31/3/27 Forecast £m 31/3/28 Forecast £m 31/3/29 Forecast £m 31/3/30 Forecast £m 31/3/31 Forecast £m Loans CFR 1,397.8 1,597.1 1,816.7 2,009.2 2,186.3 2,336.0 less Balance Sheet Resources (366.2) (348.3) (348.3) (348.3) (341.7) (343.6) Net Loans Requirement 1,031.6 1,248.8 1,468.4 1,660.9 1,844.6 1,992.4 plus: Liquidity Allowance 30.0 30.0 30.0 30.0 30.8 31.5 Liability Benchmark 1,061.6 1,278.8 1,498.4 1,690.9 1,875.4 2,023.9 Existing Borrowing 1,101.4 845.9 693.2 615.7 538.6 463.6 New Borrowing Required 0.0 433.0 805.3 1,075.3 1,336.8 1,560.3 0 500 1,000 1,500 2,000 2,500 2026 2028 2030 2032 2034 2036 2038 2040 2042 2044 2046 2048 2050 2052 2054 2056 £m Liability Benchmark - North Lanarkshire Fixed rate loans LOBO loans Loans CFR Liability benchmark Net loans requirement Page 343 of 408
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Treasury Management Annual Activity Report 2025/2026 Appendix 1 9.13 The Loans CFR (solid light blue) represents the total cost of the capital expenditure plans based on the estimated current profile of the 5-year Capital Programme 2024/2025 to 2028/2029 as approved by Policy & Strategy Committee on 6th March 2026. This reduces over time as scheduled principal repayments are made to the loans fund. The Net Loans Requirement (dotted red line) represents the minimum external borrowing required to fund the current capital expenditure plans assuming all cash reserves and balances are utilised to offset borrowing requirements. The Liability Benchmark (solid red line) represents the estimated borrowing required, taken account of liquidity allowance required of £30.0m to be held to maintain liquidity and to manage day-to-day cashflows. 9.14 The solid grey section shows the maturity profile of current borrowing. The gap between the grey section and the liability benchmark line represents the estimated additional borrowing that is forecast will be required to fund the current capital expenditure plans, via long-term and short-term borrowing options. Treasury Management Indicators 9.15 The Council approved a variety of Treasury Management indicators for the financial years 2025/2026 through to 2029/2030. Tables 11 and 12 below provide a comparison of the estimated and actual 2025/2026 Treasury Management indicators. Interest Category Initial Estimate 2025/2026 (£m) Actual 2025/2026 (£m) Variance (£m) % Interest payable on Fixed Rate Debt 64.6 63.6 1.0 1.5% Interest payable on Variable Rate Debt 0.4 0.4 0.0 0.0% Total External Interest Payments 65.0 64.0 1.0 1.5% Interest Receivable Funds Invested (1.5) (3.6) 2.1 140.0% Net Loan External Interest Charges 63.5 60.4 3.1 4.9% Table 11 9.16 Table 11 above provides prudential information in respect of external payments due and income receivable only as these are under the direct control of the Treasury Management section. In 2025/2026 there was a reduction of £1.0m in net loan external interest payments compared to initial estimates for 2025/2026. This favourable variance was achieved due to the borrowing strategy adopted to meet the revised General Services and HRA Capital Programme for 2025/26. 9.17 This interest saving primarily represents the difference between the initial estimate cost of new long term and temporary borrowing based on an interest rate of 5.85% and 4.59% respectively compared to the actual average interest rates of approximately of 4.50% and 4.42% respectively throughout 2025/2026. Overall, a saving was achieved due to both the actual average rates for both long-term and temporary borrowings being lower than initial estimates, in conjunction with the level of actual long-term borrowing and temporary borrowings undertaken being significantly lower at £185.0m and £228.0m respectively compared to anticipated initial estimates of £240.0m and £228.0m. This primarily being due to cash balances and reserves, in line with TM Strategy, being utilised in lieu of future long-term borrowing where possible and the impact of the challenges to the Strategic Capital Investment programme due to external supply and inflationary pressures. Page 344 of 408
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Treasury Management Annual Activity Report 2025/2026 Appendix 1 9.18 Table 12 below provides a summary of the Capital Financing charges for both General Fund and HRA in respect of the loans fund which includes; • external payments due and income receivable per Table 9 above • the annual premium/discount written off for historic and new rescheduling/refinancing • the internal interest payable on revenue balances • the capital advance repayments made in the year Capital Financing Charges Initial Estimate 2025/2026 (£m) Final Outturn 2025/2026 (£m) Variance (£m) % Loans Fund Interest Payments 64.6 63.6 1.0 1.5% Loans Fund Expenses 0.4 0.4 0.0 0.0% Total Loans Interest Payments & Expenses 65.0 64.0 1.0 1.5% Loans Funds Investment Income (1.5) (3.6) 2.1 140.0% Total Loans Fund Interest Payments Investment Income & Expenses 63.5 60.4 3.1 4.9% Loans Fund Advances Repayments 26.4 26.3 0.1 0.4% Total Loans Fund Charges 89.9 86.7 3.2 3.6% Table 12 9.19 The table above highlights a loan charge underspend of £3.2m compared to the prudential estimates for 2025/2026 taking into account treasury management activity, internal Interest on Revenue Balances (IORB) recharges due to current market interest rates, the loans fund holiday flexibility adopted in 2022/23 and the decisions of the Policy & Strategy Committee, Housing Committee and SCDG to reduce and reprofile the capital programme in response to the significant delivery challenges as per para 3.3. 9.20 Overall a treasury management underspend of £3.1m was incurred, primarily a reflection of reduced external loan interest payments of £6.6m and increased interest income received of £2.1m, partly offset by increased internal IORB recharges of £5.6m. This incorporated cashflow management techniques adopted, directing the timing of new borrowing, managing investment security, liquidity and interest rate risk and the identification of short-term borrowing opportunities. 9.21 The minor reduction in the Loans Fund advance repayments of £0.1m is primarily due to lower average cost of borrowing in 2024/25 than previously estimated. 9.22 The Council sets interest rate exposure limits to manage the Council’s exposure to the effects of interest rate changes by limiting the amount of total loans whose interest rate is not fixed. Page 345 of 408
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Treasury Management Annual Activity Report 2025/2026 Appendix 1 Table 13 shows the interest exposure at 31 March 2026. During 2025/2026 at no point were the limits breached with the average levels being below the upper limits for fixed rate exposure. Maturity Structure of Borrowing <12m 12m to 2yrs 2 to 5yrs 5 to 10yrs 10 to 20yrs 20 to 40yrs >40 yrs Upper Limit on Fixed Rate debt 15.0% 15.0% 25.0% 30.0% 35.0% 45.0% 30.0% Lower Limit on Fixed Rate debt 0.0% 0.0% 5.0% 5.0% 5.0% 10.0% 5.0% 2025/2026 Average Profile 11.0% 8.4% 22.9% 25.9% 9.2% 19.4% 3.2% Maturity Structure at 31/03/2026 11.3% 9.4% 26.3% 24.5% 7.8% 17.8% 3.0% Table 13 10. Temporary Funds Investment Performance 10.1 During 2025/2026 the primary principle governing Council investment criteria was the security of the investment. After this, the Council ensured that it held sufficient liquidity in its investments, carefully selecting the maximum periods for which funds could prudently be committed whilst also applying the Council’s prudential and treasury management indicators covering the maximum principal sums invested. 10.2 The Council complied fully with the ratings criteria outlined within the 2025/2026 Treasury Management Strategy, minimising risk in this area by adopting a Lowest Common Denominator (LCD) approach having a criteria-based counterparty list. This restricted the Council to only using those counterparties that met a pre-determined credit-rating level, to which monetary limits were applied. This meant that the counterparty had to meet all the relevant rating requirements being assessed by its weakest set of ratings, rather than the strongest. 10.3 Throughout 2025/2026 the Council continued to utilise the research of the world’s foremost providers of independent credit ratings (Fitch, Moody’s and Standard & Poors). The ratings provided by these bodies define the likelihood of an investor such as the Council receiving their money back on the terms in which it was invested. 10.4 The credit ratings of counterparties were monitored regularly. The Council receives credit rating information from Arlingclose (the Council’s advisors) as and when ratings change, and the counterparties are checked promptly. If a ratings change results in a counterparty failing to meet the Council’s strict criteria they are removed immediately from the list. Similarly, if a counterparty rating is updated and they meet the Council’s strict criteria they would be added to the list. 10.5 To supplement credit rating information the Council used other operational market information in line with good practice identified within the Code of Practice this includes: • Credit Default swap prices • Quality financial press • Share prices • Government support status • Annual Reports • Statements to the market 10.6 In 2025/2026 the Council’s borrowing strategy assisted in minimising counterparty exposure to the financial markets, the Council strategically deciding the timing of temporary borrowing and longer-term borrowing, taking into account the levels of liquidity in conjunction with efficient cashflow management techniques and balance sheet analysis. Page 346 of 408
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Treasury Management Annual Activity Report 2025/2026 Appendix 1 10.7 The approved 2025/2026 Treasury Management Strategy enabled investment activity for a period up to a maximum limit of 364 days and for certain types of investment up to 30 years, for permitted investments per the investment strategy. In ‘normal’ market circumstances the Council, would identify its liquidity requirements and the core funds within its daily balances that could be locked in over a longer period, thus achieving the optimum performance, spreading investment periods and security of return, subject to the overriding credit counterparty security. 10.8 During 2025/2026, the Council, restricted its maximum investment periods to approximately three months, with in reality this period being even shorter. In terms of investment types, the Council primarily deposited funds in call, instant access accounts and money market funds, dealing directly with approved UK financial institutions. These accounts offered greater liquidity whereby the Council is allowed instant access whilst still being offered relatively attractive interest rates compared to sector averages. 10.9 A comparison of North Lanarkshire Council investment performance for the period April 2025 to March 2026 is shown in the graph below. 10.10 As shown in the graph above, the overnight market bid rates fell steadily through the year in response to the decreasing of the Bank of England Base Rate which started the period at 4.50% and reduced to 3.75% at the end of March. Short term investment rates peaked at 4.56% for 3-month rates and 4.59% for 12-month rates during the period in April 2025, although these rates subsequently began to decline towards the end of the period. Money Market Rates also fell and returns were between 3.69% and 4.50% during the year. As a result, the Council managed to achieve a positive return on its investments. With security and liquidity key factors considered when determining cash- flow requirements and investment opportunities, the Council only utilised overnight and very short-term investment options during 2025/26 using its approved counterparties. 3.50% 3.70% 3.90% 4.10% 4.30% 4.50% Interest Rate 2025/26 Comparison of NLC Average Interest Rates to the average Overnight, and 7 Day Bid rates NLC Interest Rate OVERNIGHT SONIA Rate 7 Day SONIA BID Rate 1 MONTH SONIA BID Rate Page 347 of 408
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Treasury Management Annual Activity Report 2025/2026 Appendix 1 Despite this, the Council continued to demonstrate good performance levels in investment activity when compared to these reliable benchmarks for assessing performance on temporary investments. 10.11 During 2025/2026, positive cashflows enabled short-term investments in total of £1,650 million to be undertaken whilst during the same period, £1,662 million of short-term investments matured representing over £3,312 million in investment activity. 10.12 The graph below shows the average level of investment balances held throughout 2025/2026, managed on a weekly basis in accordance with the investment strategy, adhering to the underlying principle of security liquidity and yield supported by robust cashflow management. 10.13 Investment balance levels, forming part of the cash and cash equivalents, are influenced by a number of factors. Liquidity is monitored in conjunction with the Councils cashflow management reporting system, to manage and forecast future cash balances available to support the investment and borrowing strategy. 10.14 The Council prides itself on its cashflow management approach with receipts and payments data recorded daily with forecasts of cash balances readily available. The cashflow incorporating actual and estimated diary entries for a number of variables including: £0 £20,000,000 £40,000,000 £60,000,000 £80,000,000 £100,000,000 £120,000,000 £140,000,000 1 5 9 13 17 21 25 29 33 37 41 45 49 Weeks 1 - 52 Average Weekly Investment Balances held during 2025/2026 • Payments to Suppliers • Precept Payments • House Rents • Staff Salaries & Wages • Loan Repayments and Interest • Council Tax • General Government Grants • Sales Fees & Charges • DWP Payments Page 348 of 408
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Treasury Management Annual Activity Report 2025/2026 Appendix 1 10.15 At 31 March 2026, the total balance of cash and cash equivalents amounted to approximately £57.3m, a minor decrease of £1.2m from last year’s position. A detailed breakdown is provided below in Table 14, elements of which have been referenced throughout this report. Cash and Cash Equivalents at 31/03/2025 £58.5m Borrowing for Capital Expenditure purposes (£160.8m) Cash Outflow Repayments of Maturing Long-term debt (£79.2m) Cash Outflow Finance Lease Principal repayments (£16.1m) Cash Outflow Scheduled principal repayments from service departments £42.3m Cash Inflow New Long-term borrowing £185.0m Cash Inflow Increase/(Decrease) in Temporary borrowing (<1yr) £8.0m Cash Inflow Increase/(Decrease) in Revenue Reserves & Cash Balances £19.6m Cash Inflow Cash and Cash Equivalents at 31/03/2024 £57.3m Movement in year (£1.2m) Table 14 10.16 Cash and cash equivalents are represented by cash in hand and deposits held with financial institutions repayable without penalty on notice of not more than 24 hours including call accounts and money market funds. This also includes investments that mature in three months or less from the date of acquisition provided they are assessed as readily convertible to known amounts of cash with an insignificant risk of a change in value. The Council’s bank overdraft is also included as this is treated as an integral part of the council’s day to day cash management procedures. 11. Leasing 11.1 In 2024/2025, the Council implemented IFRS16 Leases. The main impact of the new requirements was that, for arrangements previously accounted for as operating leases, a right-of-use asset and lease liability were to be brought onto the balance sheet. Leases for items of low value or short-term leases that have a term of 12 months or less are exempt from the new arrangements and associated lease payments as an expense. As a result, as at 31 March 2025 the balances for IFRS16 right-of-use assets were £3.721m and associated lease liabilities of £3.640m 11.2 During 2025/26, after accounting for additions, revaluations, terminations and principal payments, as at 31 March 2026 the balances for right-of-use assets are £1.840m and associated lease liabilities of £1.678m. 11.3 For all relevant leases, as at 31 March 2026, the Council is committed to making minimum lease payments of approximately £2.8m with £1.7m due in the next 12 months. These payments comprise settlement of the long-term liability for the interest in the assets and the finance costs that will be payable by the Council in future years while the liabilities remain outstanding. 11.4 During the year, for IFRS16 exempt leases for vehicles, plant and equipment, the Council made actual payments of £1.4m met from the revenue budget. Page 349 of 408
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Treasury Management Annual Activity Report 2025/2026 Appendix 1 12. Soft Loans 12.1 Within the Council’s 2025/2026 annual accounts, the Council has recorded a net amount receivable of £2.350m from service users receiving Social Care for which a charging order has been placed on the recipient’s property as a method of recovering the debt. 12.2 For these amounts payable the Council is charging interest at less than the market rate applicable for similar advances and as such these balances are notionally recognised as soft loans. However, on grounds of materiality, no adjustment for loss of interest has been made to the balances reported within the annual accounts. 13. Financial Guarantee 13.1 In 2023/24, the Council agreed to provide a new financial guarantee to North Lanarkshire Properties LLP (NLP LLP) as part of re-financing arrangements undertaken by NLP LLP, with the Council providing underwriting of debt service costs, up to a limit of 80% of the total debt service costs of the new long-term facility of £30.0m. The Council considered the likelihood of the guarantee being called as minimal. However, the Council, in recognition of this financial guarantee made an initial provision of £0.825m. 13.2 The financial impact upon the Council of providing this guarantee is negated as the Council has agreed with the NLP LLP that a premium is payable to the Council for providing this guarantee, paid in annual instalments, on a fair value basis, over the term of the loan, with £0.167m charged during 2025/26. The Council has therefore included a long-term debtor of £0.255m and a short-term debtor of £0.164m within the Balance Sheet to reflect this arrangement. 14. Treasury Management Advisory Service 14.1 During 2025/2026 the Council in line with the recommendations of the CIPFA Code of Practice for Treasury Management continued to use Arlingclose Ltd to provide, as required, additional specialist skills and resources in managing the Council’s loan debt and investment portfolio including strategic, economic advice and assistance with the investment policy. 15. Policy on Repayment of Loans Fund Advances 2025/2026 15.1 The Local Authority (Capital Finance and Accounting) (Scotland) Regulations 2016 within Regulation 13 require the Council to make a loans fund advance equal to the amount of capital expenditure that the Council has determined will be financed by borrowing. The timing of the borrowing being in accordance with treasury management principles with the timing not informing when a loans funds advance has been made. The Capital Expenditure definition being that adopted by proper accounting practice, the statutory control framework and the Prudential Code. 15.2 The statutory guidance requires the Council to approve a policy on loans fund repayments each year. After carrying out an in-house review of the existing Loans Fund Advance Repayment Policy, in light of the legislation, towards the end of the financial year 2019/2020, it was decided that to support this exercise that the Council appoint Link Asset Services (LAS) to carry-out a fuller review of the Council’s loan fund repayment model in 2020/21. LAS had specific expertise in this area and had carried out similar process for a number of other Scottish Local Authorities. Page 350 of 408
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Treasury Management Annual Activity Report 2025/2026 Appendix 1 15.3 The main objective of the review was to explore options to re-profile loans fund repayments in order to assist with a prudent, sustainable and deliverable medium-term financial plan, whilst ensuring that the provision remains prudent and appropriate to the benefits that accrue to the community from the associated expenditure and is consistent with the prudential framework. 15.4 Following the review exercise being completed, a revised approach was recommended which was approved at the Finance and Resources Committee on the 26 November 2020 with further updates provided within the Treasury Management Strategy 2025/26 and Prudential Indicators 2025/2026 to 2029/2030 report approved at the Finance and Resources Committee on the 6 March 2025. 15.5 The revised approach adopts provisions within the 2016 Regulations which allow a local authority to subsequently vary either the period or the amount of the repayment (or both) if it considers it prudent to do so. Loans Fund Repayment Holiday 15.6 The statutory arrangements for the repayment of borrowing in Scotland, requires the Council to make an annual repayment of debt which it considers prudent. As an exceptional measure the Scottish Government had confirmed they would allow Councils to take a loans fund repayment holiday, the maximum permitted being the planned repayment for 2022/23, which the Council would be required to repay within the period of the loan fund advance, but where the loan period exceeds 20 years, within 20 years. 15.7 This flexibility was confirmed through Finance Circular 5/2022 (Statutory Repayment of Debt – Short Term Financial Flexibility) which afforded the Council the flexibility to defer statutory repayment of loans fund advances payable within 2022/23. This flexibility resulted in a deferral of loan charges of £18.6m across General Fund and HRA and will be repaid depending on the specific loan advances by the shorter of either the remaining period of the loans fund advance, or a maximum of twenty years from the end of 2022/23. During 2025/26, £0.852m of additional loan charges were repaid as a result of the flexibility exercised in 2022/23. 16. Regulatory Framework, Risk and Performance 16.1 The Council’s treasury management activities are regulated by a variety of professional codes and statutes and guidance. 16.2 The Local Government in Scotland Act 2003 (the Act) provides the powers to borrow and invest as well as providing controls and limits on this activity. The Act permits Scottish Ministers to set limits either on the Council or nationally on all local authorities restricting the amount of borrowing which may be undertaken (although no restrictions were made in 2021/2022). 16.3 Statutory Instrument (SSI) 29 2003 develops the controls and powers within the Act. The SSI requires the Council to undertake any borrowing activity with regard to the CIPFA Prudential Code for Capital Finance in Local Authorities. It also requires the Council to operate the overall treasury function with regard to the CIPFA Code of Practice for Treasury Management in the Public Services. 16.4 The Council continues to meet the conditions to opt up to professional status and has done so in order to maintain this MiFID II status. The Council’s ability to opt up is due to it having an investment balance of at least £10 million and the person(s) authorised to make investment decisions on behalf of the authority have at least a year’s relevant Page 351 of 408
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Treasury Management Annual Activity Report 2025/2026 Appendix 1 professional experience and the expertise, experience and knowledge to make investment decisions and understand the risks involved. This status allows the Authority to access a greater range of products including money market funds, pooled funds, treasury bills, bonds and shares. 16.5 The Council has complied with all of the above relevant statutory and regulatory requirements. This limits the levels of risk associated with its treasury management activities. In particular, its adoption and implementation of both the Prudential Code and the Code of Practice for Treasury Management means that its capital expenditure is prudent, affordable and sustainable and its treasury practices demonstrate a low-risk approach. 16.6 The Council is aware of the risks of passive management of the treasury portfolio and has proactively managed its treasury management position. The Council has continued to monitor movements in interest rates and has complied with its internal and external procedural requirements. There is little risk of volatility of costs in the current debt portfolio as the interest rates are mainly fixed, however new borrowing to support capital investment will result in higher borrowing costs due to increasing interest rates. Shorter-term rates and likely future movements in these rates predominantly determine the Council’s investment return. Since these returns can be volatile, accurately forecasting future returns can be difficult and the treasury management section monitor and manage the surplus balances available for investment by efficient cashflow and liquidity management. 16.7 Overall the approach adopted by the Council’s Treasury Management section throughout the year under review met the key requirements of the 2025/2026 Treasury Management Strategy with the performance and results described above demonstrating the effectiveness of the Council’s Treasury Management activity. Page 352 of 408
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North Lanarkshire Council Report Finance and Resources Committee Does this report require to be approved? ☒ Yes ☐ No Ref FW/LB Date 02/09/26 General Debtors Write-Off – People Resources From Fiona Whittaker, Chief Officer (People Resources) E-mail WhittakerF@northlan.gov.uk Executive Summary The purpose of this report is to present to Committee a summary of outstanding debtor accounts which are deemed uncollectible following all attempts at recovery or are not economically viable to pursue for the People Resources service. The total value of these accounts is £33,634.99. In accordance with financial guidelines a provision for expected credit losses has previously been established for the outstanding accounts highlighted in the report so there are no additional financial implications for the service. Recommendations It is recommended that the Finance and Resources Committee: (1) Acknowledges the decision of the Chief Officer (People Resources) write-off debts totalling £3,587.14 under delegated responsibility for debts under £500.00. (2) Approves the write-off of all items over £500 to the value of £30,047.85. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (21) Continue to identify and access opportunities to leverage additional resources to support our ambitions Programme of Work Statutory / corporate / service requirement Item 20 Page 353 of 408
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1. Background 1.1 During 2025/26, the council issued invoices with an approximate value of £107 million. 1.2 The Employee Service Centre previously processed employee transactions on behalf of all services. They create debtors accounts for payments outstanding for employees that are leavers. However, following a review during 2024/25 the responsibility for raising these debts and pursuing their recovery was de-centralised back to services to reflect that salary overpayments are largely as a result of delays in completing employee leaver tasks. Therefore, this report largely relates to those debts previously raised by the Employee Service Centre prior to the de-centralisation to services. 1.3 In conjunction with the corporate debt recovery team, every effort is made to recover any unpaid debt including reminder letters, the use of collection agents and legal action. 1.4 However, despite these steps there are several debts that are deemed uncollectable or are considered not economically viable to engage further collection activities and costs. The annual process of assessing the likelihood of debt non recovery conforms to accepted best accounting practice and is a reasonable assessment of expected income. 1.5 The Council will continue to seek collection of the outstanding balance if the circumstances of the debtor alter, and recovery is deemed practical. 2. Report 2.1 Analysis of the outstanding balances has been conducted and £33,634.99 has been identified as uncollectable 2.2 There are several reasons why the outstanding balances are being written off and these are summarised below: a) Recovery Exhausted – there are insufficient funds or no realisable assets that are available to meet the debt and all appropriate recovery opportunities have been exhausted. b) Small Balance/Uneconomical to pursue – there are insufficient funds or no realisable assets that are available to meet the debt, and it is uneconomical to continue to seek recovery of the sum due. c) Gone Away/ No Trace – the debtor has been unable to be located and there is no prospect of recovery of funds. 2.3 The following table categorises the value of the debt recommended for write-off by cause and value: Cause Analysis Total £ Number of Accounts Recovery exhausted 16 21,871.56 Uneconomical to pursue 5 519.53 Gone away 2 2,163.41 Write off/Gone Away 5 9,080.49 Totals 28 33,634.99 Page 354 of 408
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Value Analysis Total £ Number of Accounts Under £500.00 16 3,587.14 Over £500.00 12 30,047.85 Totals 28 33,634.99 2.4 The value of accounts identified for write-off represents a small proportion of the accounts raised annually 2.5 The total accounts identified for write-off represents a small proportion of the accounts raised annually by the Council (less than 1%). 3. Measures of success 3.1 Debt recovery will remain a priority for the service however where necessary adequate provisions will be made for uncollectable debt to ensure there is no budgetary impact 4. Supporting documentation Not applicable Fiona Whittaker Chief Officer (People Resources) Page 355 of 408
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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? There are no additional financial implications for the current year because a corresponding provision for expected credit losses has been included in previous year’s accounts 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 356 of 408
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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 357 of 408
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North Lanarkshire Council Report Finance and Resources Committee Does this report require to be approved? ☒ Yes ☐ No Ref GT/VR Date 02/09/26 General Debtors Write-Off 2026/27 – Finance and Technology From Greg Telfer, Chief Officer (Finance and Technology) E-mail TelferG@northlan.gov.uk 1. Background 1.1 The Council issues invoices annually with an approximate value of £107.604m. Of this approximately £2.581m relates to Finance and Technology, which mainly consists of: • Strategy and Corporate Resources; and • Housing Benefits Overpayments Executive Summary The purpose of this report is to present to Committee a summary of outstanding debtor accounts which are deemed uncollectable following all attempts at recovery or are not economically viable to pursue. In accordance with financial guidelines a provision for expected credit losses has previously been established for the outstanding accounts highlighted in the report. The total recommended for write-off for 2026/27 is £30,489.05. Recommendations It is recommended that Finance and Resources Committee: (1) Acknowledges the decision of the Chief Officer (Finance and Technology) under delegated responsibilities to write off £4,723.12 for debts under £500. (2) Approve the write-off of all items over £500 to the value of £25,765.93. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (21) Continue to identify and access opportunities to leverage additional resources to support our ambitions Programme of Work Statutory / corporate / service requirement Item 21 Page 359 of 408
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1.2 There will continue to be an appraisal of the outstanding balances to assess those which are deemed uncollectible. This annual process conforms to Best Practice and is underpinned by a systematic approach to recovery and a realistic assessment of the expected collection of outstanding balances. 2. Report 2.1 An analysis of the outstanding balances has been conducted and £30,489.05 has been identified as uncollectable. The write-off can be analysed and compared to the prior year as shown in the table below: 2026/27 2025/26 Benefit Overpayment £30,489.05 £80,924.37 Other Services - £180.00 Total £30,489.05 £81,104.37 2.2 The Chief Officer (Finance and Technology) has exercised powers under the Scheme of Delegation to write-off those balances which are under £500, which represents £4,723.12 of the sum identified in paragraph 2.1. 2.3 The write off figure for 2026/27 has decreased from the value in 2025/26, which may be indicative of the general reduction in the count and value of invoices being raised for Housing Benefit Overpayments, and the effective debt recovery strategies adopted by the service. 2.4 There are several reasons why the outstanding balances are being written off and these are summarised below: a) Deceased – the debtor is deceased and there have been insufficient funds within the estate to meet the sum due. b) Liquidation/Sequestration – the debtor/business has been liquidated/sequestrated etc., and there is no prospect of recovery of funds. c) Gone Away/ No Trace – the debtor has been unable to be located and there is no prospect of recovery of funds. d) Small Balance/Uneconomical to pursue – there are insufficient funds or no realisable assets that are available to meet the debt, and it is uneconomical to continue to seek recovery of the sum due. e) Recovery Exhausted – there are insufficient funds or no realisable assets that are available to meet the debt and all appropriate recovery opportunities have been exhausted. Page 360 of 408
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2.5 The table below categorises the value of debt recommended for write off by cause and value: Cause Analysis Total £ Number of Accounts Deceased 4,000.00 1 Liquidation/Sequestration etc. 5,749.81 5 Gone Away/No Trace - - Small Balance/Uneconomic to pursue 531.36 13 Recovery Exhausted 20,207.88 18 Total 30,489.05 37 Value Analysis Total £ Number of Accounts <£500 4,723.12 25 >£500 25,765.93 12 Total 30,489.05 37 2.6 Whilst approval is sought to write-off the sums within our financial systems the Council will continue to monitor the situation and if circumstances change then recovery of the sums due will be reassessed. 3. Measures of success 3.1 Debt recovery will remain a priority for the service however where necessary adequate provisions will be made for uncollectable debt to ensure there is no budgetary impact. 4. Supporting documentation Not applicable Greg Telfer Chief Officer (Finance and Technology) Page 361 of 408
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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? There are no additional financial implications for the current year because a corresponding bad debt provision has been included in previous year’s accounts. 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 362 of 408
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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 363 of 408
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North Lanarkshire Council Report Finance and Resources Committee Does this report require to be approved? ☒ Yes ☐ No Ref: NLC-SLP-25-139 Date: 02 September 2026 Contract Award for Primary and Secondary Data Centres From Greg Telfer, Chief Officer (Finance and Technology) E-mail TelferG@northlan.gov.uk Executive Summary In accordance with the council’s General Contract Standing Orders (GCSOs), the Committee is asked to approve the award of a contract for Primary and Secondary Data Centres (the ‘Agreement’) following the undertaking of a procurement procedure as detailed within this report below. Recommendations It is recommended that the Finance and Resources Committee: (1) Approves the award of the Agreement to HFD Data Vita Ltd (the “Contractor”) at the maximum value of One Million, Five Hundred and Forty Five Thousand Pounds Sterling (£1,545,000) exclusive of VAT across the Agreements full term which is made up of an initial period of 36 months that is anticipated to commence on 14 September 2026 with the Council reserving the right to extend the Agreement for additional periods up to a maximum of a further 48 months. The Plan for North Lanarkshire Priority All priorities Ambition Statement (18) Ensure our digital transformation is responsive to all people's needs and enable access to the services they need Programme of Work Digital North Lanarkshire 1. Background 1.1 North Lanarkshire Council has operated its on-premises data centre within the Civic Centre for more than 20 years. The facility hosts critical business systems, sensitive information and essential Council services. A recent review identified that key environmental infrastructure including the generator, air handling units (AHUs) and uninterruptible power supply (UPS), is reaching its end of life becoming increasingly difficult and costly to maintain. 1.2 Internal audits highlighted growing concerns around power resilience and cooling capability. As a result, the risk of service disruption has increased, particularly during equipment failure or peak operating conditions. Although appropriate fire suppression, physical security and access controls remain in place, operating a critical data centre within a building that is largely unmanned outside normal working hours presents an ongoing operational risk. Item 22 Page 365 of 408
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1.3 At the same time, the Council's technology strategy has evolved significantly. Increased adoption of Microsoft Azure, Microsoft 365 and Software-as-a-Service (SaaS) solutions has reduced the requirement for on-premises infrastructure. The Civic Centre data centre currently contains 32 cabinets, which historically operated at approximately 80% utilisation. Current requirements have reduced to around eight cabinets, while the environmental infrastructure remains sized for the larger historical footprint, creating inefficiencies in both cost and energy consumption. 1.4 Officers within Technology looked at two strategic options through an appraisal as follows: 1.4.1 Option 1 – Managed Colocation Data Centre This option would relocate the Council's remaining physical infrastructure to a professionally managed colocation facility. Benefits include reduced operational risk through specialist management, improved resilience, enhanced sustainability performance and increased scalability. It also removes the requirement for the Council to invest in replacement environmental infrastructure. 1.4.2 Option 2 – Retain and Refresh On-Premises Data Centre This option would retain the existing data centre while replacing the end-of-life environmental systems. Although this would improve reliability and maintain full control of the environment, it would require significant capital investment. The Council would also retain responsibility for ongoing maintenance, monitoring and lifecycle management, as well as the risks associated with operating a critical facility in an unmanned location. 1.5 Following evaluation, Option 1 was assessed as the most economically advantageous solution and the option most closely aligned with the Council's strategic objectives. 1.6 Part of this agreement, the secondary data centre, is currently under contract with HFD Data Vita. This arrangement is due to expire on 4 August 2026 with the Agreement detailed within this report due to supersede it. 1.7 HFD Data Vita are currently working closely with the council on a plan to deliver an AI Growth Zone in Lanarkshire through a transformational £8.2 billion investment expected to create up to 7,000 regional jobs, strengthen digital infrastructure, and support skills development. Backed by a £543 million community fund, the project aims to drive economic growth, digital inclusion, and long-term social value across North Lanarkshire. 1.8 To enable appropriate development and execution of the procedure required to form the Agreement, a panel of technical and procurement representatives (the “User Intelligence Group (UIG)”) was formed. 1.9 The UIG were responsible for developing the required internal contract strategy (the “Contract Strategy“) for the Agreement. The Contract Strategy sets out the parameters and approaches the council would apply within the procurement, tendering, contracting and end of life stages of the Agreement following appropriate analysis, research and investigation to ensure the council achieves maximum benefit where possible. In accordance with GCSO 4.4, the Contract Strategy for the Agreement was approved on 23 July 2026. Page 366 of 408
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2. Report 2.1 The procurement procedure was undertaken as a “Direct Award”. A Direct Award is a procurement procedure where an overarching framework agreement allows the council to directly engage and contract with an appointed contractor that has already went through a full competitive procurement procedure in a more efficient manner as per the framework agreements terms and conditions. 2.2 Within the associated Contract Strategy for the Agreement, the overarching framework agreement and determination of whether Best Value was achievable via the Direct Award procurement, the recommended Contractor was identified, engaged and issued an invitation to tender to formalise the Agreement. 2.3 The tender received from the recommended Contractor underwent appropriate appraisal to ensure it was complete / compliant with the council’s requirements and demonstrated Best Value. 2.4 Appendix 1 provides a summary of the procurement procedure undertaken including the key considerations and outcomes. Financial / Budget Consideration 2.5 The pre-tender whole-life estimate budget for the Agreement was £1,545,000. The costs associated with delivery of the Agreement will be contained within the Revenue budget for the IT Infrastructure team within Finance and Technology. 2.6 As detailed in section 1.4 of the report, the 5 year options appraisal undertaken by Technology reviewed 2 different options for the data centre and Appendix 2 demonstrates the high level costs in both options. Option 1 demonstrates cost avoidance of up to £319k to collocate the data centre. Price Stability 2.7 The contract offers fixed costs for all services during the primary 36 month period with inflation being applicable at contract anniversary periods of the 2 further optional 24 months extension periods. Community Benefits 2.8 The council is committed to maximising the delivery of community benefits. The procurement included a community benefit requirement, this approach is designed to deliver local community benefits where possible. 2.9 Within their tender, the recommended Contractor committed to deliver community benefits as detailed within Appendix 1 of this report: 2.10 The community benefits committed as part of the Agreement does not include the creation of jobs or apprenticeships. Fair Work First and Payment of the Living Wage 2.11 Within their tender submission to obtain appointment to the overarching framework agreement the recommended Contractor intimated that they would commit to the key areas of the Scottish Government’s “Fair Work First” initiative: 2.12 Further information on the Living Wage status of the recommended Contractor is detailed in Appendix 1. Page 367 of 408
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Contract Management 2.13 Officers from the IT team within Finance and Technology will be responsible for managing the Agreement which will be undertaken in accordance with the contract and supplier management conditions applied within the Agreement. 3. Measures of success 3.1 The Agreement will deliver the following outcomes: • Best Value will be demonstrated as outlined in Appendix 1; • Improved environmental resilience — verified reduction in risk associated with end‑of‑life power, cooling and environmental systems, evidenced through fewer environmental incidents and improved uptime. • Energy and carbon reduction — achieving the expected ~20% reduction in energy consumption and associated CO₂e reductions based on improved PUE performance at the co‑location site. • Reduced operational overheads — reduction in internal resource demand for specialist facilities management (UPS, fire suppression, AHUs, generator systems). • Successful migration with minimal disruption — delivery of all workloads moves within agreed change windows, with no unplanned outages or extended service interruptions. • Space reclaimed at Civic Centre — successful decommissioning of the existing data centre room and preparation for repurposing as office accommodation. 4. Supporting documents 4.1 Appendix 1 Summary of Procurement Procedure 4.2 Appendix 2 Summary of Commercial Values within the options appraisal submitted to CMT Greg Telfer Chief Officer (Finance and Technology) Page 368 of 408
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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 costs associated with delivery of the Agreement will be contained within the Revenue budget for the IT Infrastructure team within Finance and Technology. 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 ☐ 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 369 of 408
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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? Migrating North Lanarkshire Council’s data centre services to a modern co-location facility would deliver significant technological benefits through improved infrastructure efficiency, sustainability, and operational resilience. The enhanced Power Utilisation Effectiveness (PUE) reduces energy consumption and carbon emissions while supporting net-zero objectives. Additionally, specialist management of critical facilities infrastructure allows Council IT resources to focus on delivering strategic digital services rather than maintaining complex on-premises environments. 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? Improved environmental resilience — verified reduction in risk associated with end‑of‑life power, cooling and environmental systems, evidenced through fewer environmental incidents and improved uptime. 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? All risks impacts related to potential migration failure, service interruption, supplier dependency and connectivity loss have been considered and mitigated through supplier management and phased migration. The existing use of DataVita for the secondary Datacentre means there is existing connectivity in place both for NLC directly and through our connectivity partner Commsworld, thus providing reliance. Page 370 of 408
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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 371 of 408
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Appendix 1 – Summary of Procurement Procedure Overview Reference NLC-SLP-25-139 Title Primary and Secondary Data Centres Classification Services - Standard Responsible Chief Officer and Position Greg Telfer, Chief Officer Finance and Technology Competition Governance by Value Overarching Framework Agreements terms and condition in accordance with the Councils General Contract Standing Orders Route to Market Direct Award from a Third-Party Framework Agreement Framework Agreement Title, Ref and Lot Info Scottish Government’s Cloud and Hosting Services framework (SP-22-023). Interest No. of Lot / Framework Agreement Appointments 1 Date ITT Package Issued (If Applicable) 11 August 2026 Direct Award Basis Best Value Assessment of Framework Contractors in Accordance with the Framework Agreement How Has “Best Value” Been Demonstrated? By utilising a Direct Award, it allows the council to directly engage and contract with an appointed contractor that has already went through a full competitive procurement procedure in a more efficient manner as per the framework agreements terms and conditions. The procurement will deliver value through the framework combining commercial consistency with strong sustainability and pricing benefits. Standardised terms, conditions and SLAs ensure reliable performance and reduce risk, while embedded community benefits and Fair Work principles—including a requirement for all suppliers to pay at least the Real Living Wage—support wider social value outcomes. Financially, value is strengthened through core pricing for catalogue items under direct award, with core prices fixed for the lifetime of the agreement, providing cost certainty, transparency and protection against inflationary increases. Lastly, the framework has been used for previous awards with good results. Page 372 of 408
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Additional Comments Award Details General Overview Total / Maximum Value £1,545,000 Contract Duration (Months) 36+24+24 Contractor Registered Name(s) HFD Data Vita Ltd Contractor Overview Registered Local Authority Area North Lanarkshire Council Contractor(s) Size Medium Living Wage Paying the Living Wage Yes Living Wage Accredited Yes Overview of Community Benefits Supplier has committed within the framework to deliver at least 10 hours per annum Community Benefits Delivery of STEM programmes to support learning, skills and career development initiatives Or Delivery of programmes to support community learning initiatives. This should be targeted at local areas of deprivation. These will be discussed and mutually agreed prior to contract start meetings. Additional Comments Impacts Summary, 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 ☒ Comms impact ☐ Armed Forces Covenant Duty ☐ Page 373 of 408
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Appendix 2 – Summary of options appraisal Commercial outcome submitted to CMT (further to section 2.6) 1. Below is a high-level cost comparison over 5 years. Cost Category Option 1 (Co- Location) Option 2 (Upgrade) Capital Expenditure £200,000.00 £500,000.00 Annual Operating Costs £744,550.00 £639,000.00 * Maintenance and Support £125,000.00 Total 5-Year Cost £944,550.00 £1,264,000.00 ** Calculated using typical electricity p/kWh costs at the time of writing (£0.27) 36kWh DC operating cost and 18kWh PUE (This figure is based on the average power consumption of all IT equipment in the Data Centre, ie. Servers, Firewalls, network kit running 24/7. This does not include the environmental.) Page 374 of 408
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North Lanarkshire Council Report Finance and Resources Committee Does this report require to be approved? ☐ Yes ☒ No Ref VarRepJuly26/JMcG/JMcK Date 02/09/26 Contracts with Variations From James McKinstry, Chief Officer (Assets and Procurement) E-mail MckinstryJ@northlan.gov.uk Executive Summary In accordance with the Council’s Financial Regulations, this report provides the Finance and Resources Committee with notification of construction contracts completed in the period 1 October 2025 to 1 July 2026 where the final or estimated out-turn costs exceeded the original contract award value by more than 5% or £25,000, whichever is greater. Details of the relevant contracts and associated variations are provided in Appendix 1 for noting. Recommendations It is recommended that the Finance and Resources Committee: (1) Acknowledge the content of this report and the accompanying appendix. 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 Item 23 Page 375 of 408
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1. Background 1.1 The Council’s General Contract Standing Orders (the ‘GCSOs’) outline financial approval thresholds for contracts for goods, works and services. This report details Works (construction contracts) where funding has previously been approved in accordance with these requirements. 1.2 Financial Regulation 13.4 (Significant Variations) specifies the thresholds at which contract variations must be reported to Committee. 1.3 In line with these requirements, the Chief Officer of Assets and Procurement is required to notify Committee on a periodic basis of contracts containing variations that meet the reporting criteria. 2. Report 2.1 The Council’s Financial Regulations state any variations where the outturn or expected costs exceed the tendered contract price by the higher of £25,000 or 5%, or where the outputs/outcomes achieved by the expenditure differ from those originally envisaged, shall be reported by the Executive Director or appropriate Officer to the relevant Spending Committee at the earliest opportunity. 2.2 Construction contracts awarded by the Chief Officer of Assets and Procurement for works undertaken in the period 1 October 2025 to 1 July 2026 which meet these criteria are detailed in Appendix 1. 2.3 Due to the nature of construction contracts a flexible approach is required to manage contract deliverables and desired outcomes and typically this is achieved by the inclusion of a contingency allowance to address unknown quantities or abnormalities. 2.4 Variations to construction contracts typically arise where conditions or requirements are identified during delivery that could not reasonably have been fully anticipated at tender stage. 2.5 For the contracts detailed in Appendix 1, variations principally relate to unforeseen site conditions and construction constraints identified during works, including hidden building elements, asbestos removal requirements and necessary design amendments. Additional variations were required to address statutory compliance and fire safety requirements, operational priorities, building services upgrades and minor scope enhancements necessary to achieve the intended project outcomes. 2.6 All variations were managed within the scope of the original contract, using tendered rates where available or benchmarked market rates to demonstrate Best Value and ensure delivery of safe, compliant and fit-for-purpose facilities. 3. Measures of success 3.1 Contracts support the effective delivery of Council objectives and service priorities. 3.2 Contracts containing variations are managed in compliance with Financial Regulations, GCSOs and relevant procurement legislation. Page 376 of 408
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3.3 The Council’s Contract Register and budget monitoring systems are maintained to ensure management information is accurate, comprehensive and up to date 3.4 Best Value is both demonstrable and achieved. 4. Supporting documentation 4.1 Appendix 1 – Summary of construction contracts containing variations. James McKinstry Chief Officer (Assets and Procurement) Page 377 of 408
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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? Appendix 1 provides a schedule of significant contract variations approved in accordance with Contract Standing Orders and Financial Regulations. The variations arose principally from unforeseen site conditions, statutory compliance requirements, asbestos removal, operational service needs and minor scope enhancements identified during the delivery of works contracts. All associated costs have been contained within approved project budgets or supported through approved governance arrangements, with all variations reviewed and authorised through the appropriate management and procurement procedures. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? Page 378 of 408
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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? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Contract management procedures may be susceptible to financial claims and legal challenge if they are not discharged in accordance with Contract Conditions, Financial Regulations, GCSOs and procurement legislation. Accumulation of contract overspends may impact on future Capital Programmes. Project risks are logged on the appropriate Risk Registers and managed by the Service. Page 379 of 408
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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 380 of 408
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APPENDIX 1 Summary of construction contracts containing variations: Project Title Estimated / Final Out- turn Tender Amount Variation Reason St Barbara’s Primary School, Muirhead – 4 x classroom refurbishments. £268,401 £226,211 Variations were required to address construction constraints identified during the refurbishment works. These included revisions to water supply services to accommodate new classroom sinks and redesign of the proposed access ramp from a timber construction to a concrete structure. The changes were necessary due to existing floor and stair arrangements uncovered on site and were required to ensure structural integrity, accessibility and compliance with current building standards. Refurbishment of St Joseph's Cemetery bothy, Airdrie £119,424 £99,924 Variations were required following storm damage during the contract period, resulting in additional roof replacement works. Further works were necessary to safely remove asbestos-containing materials associated with the electrical distribution board. These measures were required to ensure the building remained safe, compliant and fit for operational use. MTC Air Conditioning Systems - Service, Maintenance, Repairs and Installations £324,950 £250,000 During the mobilisation period for the Enterprise contract, business-as-usual repairs, maintenance and emergency heating and air conditioning upgrades continued under this existing contract to ensure operational continuity across the estate. These services have now been incorporated within the Enterprise Agreement, securing long-term contractual certainty and supporting the Council's strategic approach to estate maintenance and asset management. Aitkenhead Primary School, Uddingston; Rewire, Fire Stopping and Redecoration. £725,428 £663,653 Variations were required to address compliance, fire safety and operational requirements identified during the works. Additional measures included removal of existing plasterboard ceilings, installation of suspended ceilings, fire curtains within open-plan teaching areas and enhanced fire door control systems. Further variations were necessary to improve acoustic performance and undertake remedial works to deteriorated external cabling. Coltswood Cemetery, Coatbridge, - Internal Extension – Phase 2 £344,364 £317,442 A variation was instructed to include the construction of a new soil store. This additional work was identified by the Client Service to enhance the operational effectiveness of the facility and support service delivery needs. Page 381 of 408
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North Lanarkshire Council Report Finance and Resources Committee Does this report require to be approved? ☒ Yes ☐ No Ref AM/IM Date 02/09/26 Proposed Lease of Former Whifflet Park Bowling Club, 11 Bute Street, Coatbridge, ML5 4HF From James McKinstry, Chief Officer (Assets and Procurement) E-mail martini@northlan.gov.uk Programme of Work Statutory / corporate / service requirement Executive Summary The purpose of this report is to seek Committee approval for a 40 year lease to Burnbank Football Club for refurbishment works of the former pavilion and conversion of the bowling greens into football pitches. The Football Club, which has been in existence since the 1950s require a long term lease to meet the criteria requirement for an application for grant funding to the Scottish Football Association to invest in improving the current bowling green into a training pitch. The grant funding will realise the Club’s aim of running a Football Academy for local young people and the wider community. Recommendations It is recommended that the Finance and Resources Committee: (1) Agrees to grant a 40 year lease to Burnbank Football Club on the terms detailed within this report; (2) Notes the inclusion of the additional area of land to be incorporated within the extent of the area to be leased; and (3) All other terms and conditions to be adjusted by the Chief Officer (Assets & Procurement) The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (22) Facilitate a North Lanarkshire wide approach to asset rationalisation, including with communities and partners Item 24 Page 383 of 408
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1. Background 1.1 The previous occupiers of half of the pavilion, bowling greens, and ancillary ground, Whifflet Park Bowling Club, ceased operating on 31 March 2011. 1.2 All of the ground and the full pavilion shown hatched, cross hatched, and shaded on the plan at Appendix 1 to this report has been declared surplus to council requirements. Burnbank Football Club’s plans have developed from an initial lease of half the pavilion and bowling greens commencing in 2012 to a proposal now to develop the full area shown highlighted on the plan at Appendix 1. The lease from 2012 has continued on a month-to-month full repairing and insuring (FRI) basis until the present time. 1.3 Members may be aware that the planning permission was recently granted at the Planning Committee on 18 June 2026 for demolition of the full pavilion building, erection of 4 containers, manager dugouts, and installation of associated floodlighting, fences and 3G football pitch under planning reference 25/00451/FUL. 1.4 It is proposed that a new lease for a period of 40 years be drawn up to allow the football club to take forward their plans to develop the ground in keeping with the planning permission granted. 1.5 Additional land shown on the attached plan as shaded areas, is proposed to be included within the existing lease boundary. The land to be leased extends to approximately 9,224m² (2.28 acres) and comprises the areas hatched, cross-hatched, and shaded as illustrated by Appendix 1. 1.6 Legal opinion obtained through a review of the title deeds has confirmed that the currently unused and unmaintained land can be leased to Burnbank Football Club, with no legal impediments identified. 2. Report 2.1 A provisional agreement has been reached with the tenant on the following terms and conditions: - (i) Lease Term: 40 years. (ii) Proposed Rent: £6,750 per annum exclusive of VAT. (iii) Date of Entry: To be arranged between the parties. (iv) Rent Reviews: 5 yearly reviews. (v) Use: Sporting activities. (vi) Repairs & Insurance: The lease will be a fully repairing and insuring lease. (vii) Service Charge: The tenant will pay an appropriate share of utility costs. (viii) Statutory Consents: The Tenant will be responsible for complying with all statutory requirements in relation to their occupation and use of the subjects and will relieve the Council of all such requirements. In particular, the Tenant will be responsible for obtaining the requisite Planning Page 384 of 408
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Permission and Building Control approvals for their use of the property. 2.2 The foregoing is subject to any other terms and conditions which may be required by the council’s Chief Officer (Legal, Democratic and Strategy). 3. Measures of success 3.1 Committee approval for the 40 year lease to be granted to Burnbank Football Club will enable the club to apply for grant funding from the Scottish Football Association. If successful with their application, this funding will bring a community facility up to a modern standard and facilitate and encourage community involvement in sport. 4. Supporting documentation 4.1 Appendix 1 – Committee Plan James McKinstry Chief Officer (Assets and Procurement) Page 385 of 408
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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 have been discussed and agreed with Finance? The council will receive a rental income. 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 have been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The council will be entering into a lease arrangement. 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 386 of 408
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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 387 of 408
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Appendix 1 Page 388 of 408
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North Lanarkshire Council Report Finance and Resources Committee Does this report require to be approved? ☐ Yes ☒ No Ref JMcK/JMcG/CMcC Date 02/09/26 Ravenswood Primary School – RAAC and Improvement Works From James McKinstry, Chief Officer (Assets and Procurement) E-mail mckinstryj@northlan.gov.uk Executive Summary Ravenswood Primary School was the only school in North Lanarkshire identified to have RAAC within the fabric of the building. It was therefore included as part of the RAAC assessment put to Policy and Strategy Committee in December 2024. Initially, this project was brought forward as a roof replacement, with minor associated works and the contract was procured as such. However, at the same time, discussions were ongoing on the need to upgrade our existing school estate, in tandem with bringing forward new build Community Hubs. As the school was being decanted, there was clearly an opportunity to carry out more intrusive works during this time, whilst the school community was decanted to St Mary’s PS. The opportunity was seized and has resulted in a much higher level of refurbishment and upgrade works whilst the school was empty. Due to the timescales, and the necessity to work in the time available whilst the school was out of the building – it required significantly amending the existing roof contract, to include other works as to procure these separately would have resulted in delays to return the school community – impacting on the council reputationally, when there were opportunities within the contract to amend. This has resulted in a completed project which is significantly better for the school community, but which has cost significantly more than the initial contract sum. The report outlines the rationale and justification for this approach. All works were carried out within approved budget allocations. Recommendations It is recommended that the Finance and Resources Committee: (1) Acknowledges the extent of the works carried out, the revised financial position, and the strategic rationale underpinning the expanded scope of works at Ravenswood Primary School. Item 25 Page 389 of 408
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1. Background 1.1 Following an inspection of the council’s corporate estate in 2022, Reinforced Autoclaved Aerated Concrete (RAAC) was identified within council-owned properties, the findings and remediation strategies were reported to the Policy and Strategy Committee on 5 December 2024. 1.2 Following the inspections of properties, one school within the North Lanarkshire Council asset portfolio was found to contain RAAC within the building, and that was within Ravenswood Primary School, Cumbernauld. The proposed remedial action was reported to committee on 5 December 2024. 1.3 The inspection of the school identified RAAC panels in the roof of the main hall which were categorised as Low to Medium risk which allowed for the introduction of a RAAC management plan within these premises. Interim structural works and props allowed the premises to remain in full operational use. It was accepted that at some point, the council would look to remove RAAC from the building. 1.4 RAAC was also found within an isolated plant room, within the school grounds. The assessment of this isolated plant room was categorised as High to Critical risk. Alternative controls were put in place to both limit access and manage the risk associated with the RAAC panels in this area and they were also subject to a regular inspection regime. 1.5 This allowed time for the Council to design a permanent roof replacement solution and prepare a tender to engage an appropriate contractor to undertake the works. 2. Report The initial focus of the project 2.1 From 2022 to 2024/25, the focus was on the RAAC contained within the school building, and the plan for how this could be removed. It was clear, as the plans were being developed, that a full decant of the school would be required to facilitate the works. 2.2 The project then concentrated on two aspects: The design for a new roof, with an understanding that pupils would be decanted to another location for the duration of the works; and the logistics of working out where the pupils could go for the duration of the works, any adaptations that would be required to the receiving school, and the completion of these adaptations, ahead of Ravenswood PS moving location. The Plan for North Lanarkshire Priority Support all children and young people to realise their full potential Ambition statement (6) Raise attainment and skills for learning, life, and work to enhance opportunities and choices Programme of Work Sustainable Futures Page 390 of 408
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2.3 Design, procurement routes, and tender publication and completions take time. The procuring of the works at the Ravenswood PS site, focussed on the roof design and the works. The contract, put to the market was focussed on these works, and the tender awarded was focussed on the roof elements. 2.4 In summary, the council prioritised the design and procuring of the roof works, whilst co-ordinating the decant of the pupils to ensure that the contract could start as soon as the pupils were decanted, to minimise the time away from their school. The opportunity to improve the school building 2.5 At the same time as this project was being taken forward, the council was reviewing the school estate strategy. Early in 2020, the focus was on replacing the school estate. Following the pandemic and subsequent global shift in prices, reports were submitted to committee on the medium to long term shift required based on the disconnect between the strategy and available finances which were emerging. 2.6 In September 2024, an update report to the Policy and Strategy Committee on SARIS, was presented and approved the shift in investment strategy, looking for opportunities to test change, through the enhanced investment in the school estate, to complement the Town and Community Hub programme. 2.7 As the contract for Ravenswood PS was being awarded, there was a realisation that there was a clear opportunity to upgrade and improve other aspects of the building, fitting with this updated strategy. This opportunity was timebound, due to the school decant being fixed. The school were moving out, providing a clear site to improve aspects of the building without additional disruption to the school community. 2.8 In March 2025, the council allocated £41m for condition related works, of which £30m was allocated for the existing school estate. Whilst Ravenswood was not one of the ten schools identified for targeted investment, it did provide flexibility in funding for our school estate, and an opportunity to look at other aspects of the Ravenswood PS building, to capitalise on the opportunity presented – a vacant site for construction works to be carried out whilst the school community was decanted. 2.9 The council was therefore presented with a contract that was procured for a singular structural replacement, with a desire to improve other aspects of the building, using condition related capital funding. The contractor was already secured and in place, and the school community were decanting to St Mary’s Primary School for the year. 2.10 The focus therefore, looked at maximising the opportunity to improve the building, through the variation of the contract already in place, taking advantage of the vacated building and the opportunities this presented. The focus was clearly therefore on understanding the available options available through variations to the procured contract – whilst maintaining appropriate financial governance and compliance. Page 391 of 408
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Contract Variations 2.11 Through this updated focus, a substantial programme of additional works was identified and implemented through formal contract modification processes. These works expanded the original project scope and represented a comprehensive upgrade to the facility, rather than a singular structural intervention. 2.12 The additional works included: • Extensive fabric repairs and condition-related upgrades across the school building. • Refurbishment and modernisation of teaching and support accommodation to improve the suitability of these spaces. • Targeted resolution of historic backlog maintenance issues, reducing a future revenue maintenance burden. • Upgrades to building services, infrastructure and operational systems to enhance efficiency, resilience and compliance. • Improvements aligned to current educational standards and service delivery requirements, supporting the provision of modern, flexible learning environments that enhance teaching delivery, pupil engagement and overall educational outcomes. 2.13 The updated scope of these works reflects a deliberate approach to maximise value from the investment and minimise future lifecycle costs. These elements have been delivered in a coordinated manner in line with project management procedures to maximise the opportunity presented by a full decant and reducing the need for future disruptive interventions. 2.14 Collectively, the works represent a step-change in the quality, functionality and long- term performance of the school asset, extending its operational life and improving its overall effectiveness. Financial Position, Governance and Compliance 2.15 The financial position of the Ravenswood Primary School project reflects the progressive and controlled expansion of scope as opportunities were identified during the construction period. The position is summarised as follows: • Original Contract Value: £2,324,593 • Current Projected Total Cost: £4,169,030 • Overall Movement from Original Contract: +£1,844,437 2.16 This revised position reflects a deliberate and managed extension of the project scope to maximise the value derived from a fully decanted site and an already mobilised contractor. Page 392 of 408
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2.17 Whilst it is recognised that best practice would have been to include all these works at the outset within the contract – the restricted timeline and emerging opportunities dictated the approach. By undertaking these additional works concurrently, the Council has avoided the need for separate future contracts, reducing duplication of preliminaries, minimising additional disruption and delivering a more efficient overall investment outcome. 2.18 Throughout this process, there has been a clear and consistent focus on value for money, strategic alignment and delivery efficiency, with each element of additional work considered in the context of the wider asset investment programme. 2.19 All elemental work packages associated with the expanded scope were subject to benchmarking against comparable rates achieved on recent Council capital projects. This was undertaken using recognised industry methodologies, including the application of the Standard Method of Measurement, to ensure consistency, transparency and robustness in cost assessment. This approach provided assurance that pricing levels remained competitive and representative of current market conditions, and that the Council continued to secure best value across all elements of the works. 2.20 All contract variations have been implemented in accordance with the Council’s established governance framework and contractual procedures. 2.20.1 A formal contract modification was implemented to reflect the expanded scope of works. This was undertaken in accordance with the terms and conditions of the existing contract and relevant procurement legislation. 2.20.2 Additional works identified during delivery and were subject to appropriate internal governance and approval processes. Legal and Democratic Services were consulted in respect of the approach to contract variation and are satisfied that the modification was compliant with the Council’s statutory obligations and procurement framework. 2.21 Whilst the costs are higher than the original contract value, the information above outlines that these increased costs were planned, targeted and implemented to realise the opportunities presented and actioned within the timescale available to minimise the impact on the school community whilst improving the school asset for the long term. 3. Measures of success 3.1 Improved condition rating of the various elements within the school which have been upgraded. 3.2 Positive feedback from the school community on the upgrade works. Page 393 of 408
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4. Supporting documentation Not applicable . James McKinstry Chief Officer (Assets and Procurement) Page 394 of 408
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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? Additional works have been funded from allocations within Assets and Procurement Capital programme. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The project has given rise to legal considerations in respect of contract management and modification. A formal contract modification has been implemented to reflect the expanded scope of works. This was undertaken in accordance with the terms and conditions of the existing contract and relevant procurement legislation. The modification reflects additional works identified during delivery and has been subject to appropriate internal governance and approval processes. Legal and Democratic Services have been consulted in respect of the approach to contract variation and are satisfied that the modification was compliant with the Council’s statutory obligations and procurement framework. Page 395 of 408
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No new legal risks or statutory implications have been identified beyond those associated with the administration of the amended contract. 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? The project will deliver a significant positive environmental impact through improved energy efficiency and asset condition. 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? Corporate Communications have been involved in all aspects of the project to ensure clear and consistent information has been provided to all stakeholders linked to these works. 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 main risks are associated with the scale and complexity of the expanded scope of works. Page 396 of 408
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These risks are recorded and actively managed through the project risk register, with oversight provided through established project governance arrangements. Regular monitoring, cost control measures and contractor engagement are in place to manage risk exposure and minimise potential impacts. Failure to proceed with the enhanced scope would present a risk of ongoing asset deterioration and the need for further unplanned investment. On balance, the risks are considered manageable and are outweighed by the long- term benefits of the comprehensive investment in the asset. 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 397 of 408
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North Lanarkshire Council Report Finance and Resources Committee Does this report require to be approved? ☐ Yes ☒ No Ref JMcK/CPT Date 02/09/26 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 Finance and Resources Committee: (1) Acknowledge the contract awards made since last committee reporting cycle. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Item 26 Page 399 of 408
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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 400 of 408
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Appendix 1 – Summary of Contracts Awarded Contract Ref NLC-SLP-25-037 Title Cumbernauld; St Helen’s Primary School; Rewire, Fire Stopping and Redecoration (ECPS22062) - Retender Classification Works Chief Officer, Procuring Service Area James McKinstry, Chief Officer (Assets and Procurement) Competition Governance by Value Non-Regulated; procured in accordance with the council’s General Contract Standing Orders Procurement Route Non-Regulated in the style of an Open Procedure No. of Expressions of interest 20 No. of Bids Received 7 Award Criteria Most Economically Advantageous Tender (“MEAT) Scoring Model Evaluation Scores – Successful 91.87% Evaluation Scores – Unsuccessful 71.13% - 88.34% Award Details Value £1,328,506.58 Contract Duration 10 months Contractor Name Maclin Electric Ltd Contractor Size SME Contractor Location East Lothian 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 401 of 408
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Contract Ref NLC-SLP-25-141 Title ESRI Arc-GIS Enterprise Agreement Classification Supplies Chief Officer, Procuring Service Area Carolynne Coole, Senior Strategic Communications Manager 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 29 Award Criteria Best Value assessment, in accordance with the Framework Information Comments This was procured via Crown Commercial Services Framework Agreement for Vertical Application Solutions – Lot 3 Housing, Environmental and Planning Solutions (Ref.RM6259). Award Details Value £330,000 Contract Duration 36 months Contractor Name ESRI (UK) Limited Contractor Size Large Company Contractor Location Buckinghamshire 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 402 of 408
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Contract Ref NLC-SLP-25-161 Title Interim IT Staff Services Contractors Classification Services Chief Officer, Procuring Service Area Greg Telfer, Chief Officer (Finance and Technology) 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 4 Award Criteria Best Value assessment, in accordance with the Framework Information Comments This was procured via Scottish Procurement Interim Staff IT Services Framework Agreement (Ref.SP-22-002) Award Details Value £218,067.20 Contract Duration 12 months (initial 6 months, option to extend 6 months) Contractor Name Venesky-Brown Recruitment Limited Contractor Size Large Company Contractor Location Edinburgh 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 403 of 408
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Contract Ref NLC-SLP-25-088 Title Income Management / Payment Gateway Solution Classification Supplies Chief Officer, Procuring Service Area Greg Telfer, Chief Officer (Finance and Technology) 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 34 Award Criteria Best Value assessment, in accordance with the Framework Information Comments This was procured via Crown Commercial Services Framework Agreement for Vertical Application Solutions – Lot 1 Business Applications (Ref.RM6259). Award Details Value £450,128.16 Contract Duration 60 months Contractor Name Access Paysuite Limited Contractor Size Large Company Contractor Location Loughborough 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 404 of 408
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Contract Ref NLC-CPT-25-099 Title External Audit Services (NLP & FAL) Classification Services Chief Officer, Procuring Service Area Greg Telfer, Chief Officer (Finance and Technology) 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 5 Award Criteria Best Value assessment, in accordance with the Framework Information Comments This was procured via APUC Audit and Tax Services Framework Agreement - Lot 5 External Audit <£25M (Ref.PFB1040 AP) Award Details Value £200,000 Contract Duration 48 months (initial 36 months, option to extend 12 months) Contractor Name Chiene & Tait LLP Contractor Size SME Contractor Location Edinburgh 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 405 of 408
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Contract Ref NLC-SLP-26-019 Title Feasibility Study for Ravenscraig Community Hub Site Classification Services Chief Officer, Procuring Service Area James McKinstry, Chief Officer (Assets and Procurement) Competition Agreement / Contracted Partner Territory Partnering Agreement with Hub South-West Scotland (the “hubCo”) Governance by Value The hubCo agreement terms & conditions, with adherence to the council’s GCSOs Procurement Route Direct Award through the hubCo No. of Framework Contractors 1 Award Criteria Best Value assessment Award Details Value £79,779 Contract Duration 5 months Contractor Name Hub South West Scotland Limited Contractor Size Large 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 406 of 408
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Contract Ref NLC-SLP-25-122 Title NEC Supervisor (NECS), Compliance Monitor (CM) and Principal Designer (PD) Services for Glenboig Community Hub Classification Services Chief Officer, Procuring Service Area James McKinstry, Chief Officer (Assets and Procurement) 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 13 Award Criteria Best Value assessment, in accordance with the Framework Information Comments This was procured via Scotland Excel Framework Agreement for Building Construction Consultancy – Lot 9 Project Management (Ref.0920) Award Details Value £363,060 Contract Duration 66 months (initial 54 months, option to extend 6 months, further option to extend 6 months) Contractor Name Thomson Gray Limited Contractor Size SME Contractor Location Edinburgh 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 407 of 408
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