Agenda Document Pack - Housing Committee - 27/08/2025
North Lanarkshire Council · 27 August 2025
Back to Housing Committee — 27 August 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Clerk Name: Clare Louise McDonald Clerk Telephone: 07350 435308 Clerk Email: committee@northlan.gov.uk 18 August 2025 Members of the Housing Committee Chief Executive’s Office Rachel Blair Chief Officer (Legal & Democratic) Civic Centre, Windmillhill Street, Motherwell ML1 1AB www.northlanarkshire.gov.uk Notice is given that a Meeting of the Housing Committee is to be held in the Council Chamber, Civic Centre, Windmillhill Street, Motherwell, ML1 1AB on Wednesday, 27 August 2025 at 10:00 AM which you are requested to attend. The agenda of business is attached. Rachel Blair Chief Officer (Legal & Democratic) Members : M McPake, A Bustard, H Brannan-McVey, G Brennan, B Burgess, T Carragher, M Coyle, S Coyle, P Di Mascio, H Dunbar, T Fisher, H Gray, K Harmon, M Hughes, L Jarvie, J Jones, J Keltie, A Khan, K Larson, J Leckie, G Lennon, J Logue, F MacGregor, M McCulloch, F McKay, R McKendrick, C McManus, A McVey, L Mitchell, L Nolan, P Patton, C Quigley, J Reddin, G Robinson, N Shevlin, A Stubbs, L Stubbs, R Sullivan, J Toner, S Watson. Page 1 of 272
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Agenda 1 Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 Operational 2 Scottish Housing Regulator: 2024/25 Annual Assurance Statement Submit report by the Chief Officer (Housing) seeking approval and signing of the Annual Assurance Statement, prescribed by the Scottish Housing Regulator (SHR). 7 - 18 3 Annual Review of Housing Asset Management Plan 2023/2024 Submit report by the Chief Officer (Housing) providing an overview of the progress achieved over 2024/25 in delivering the actions within Homes Fit for the Future, the Council's Housing Asset Management Plan 2021- 2026. 19 - 62 4 Strategic Housing Investment Plan 2026/27 - 2030/31 Submit report by the Chief Officer (Place) seeking approval for projects to be included within the next Strategic Housing Investment Plan (SHIP) 2026/27 to 2030/31. 63 - 72 5 Millcroft Road, Cumbernauld - Regeneration Project Submit report by the Chief Officer (Place) providing an update on the regeneration of Blocks C, D and E at Millcroft Road, Cumbernauld. 73 - 82 6 New Supply Programme - Open Market Purchase Scheme Submit report by the Chief Officer (Place) providing an update on progress of the Open Market Purchase Scheme (OMPS). 83 - 90 7 Incentive to Downsize Scheme Submit report by the Chief Officer (Housing) providing an update on the implementation and outcomes of North Lanarkshire Council's Incentive to Downsize Scheme. 91 - 98 Page 3 of 272
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8 Rent Assistance Fund Submit report by the Chief Officer (Housing) providing an update on the progress of the Rent Assistance Fund(RAF) and the benefits for tenants falling into rent arrears due to the impact of the cost of living crisis. 99 - 104 9 Tenant Participation Strategy Annual Progress Report 2024/25 Submit report by the Chief Officer (Housing) providing an annual review of progress for 2024/25 of the Tenant Participation Strategy 2020-2025 "Involving Tenants, Improving Services". 105 - 126 10 Demolition of Lock-ups, Watson Street, Motherwell Submit report by the Chief Officer (Housing) seeking approval for the demolition of 48 lock-up garages at Watson Street, Motherwell. 127 - 132 Performance 11 Strategic Performance Framework - Housing Submit report by the Chief Officer (Housing) presenting a high level performance overview for the Housing Service. 133 - 144 12 Housing and Corporate Maintenance and Investment Services Contract Submit report by the Chief Officer (Housing) providing an Interim Performance report on the first 12 months of the Housing and Corporate Maintenance and Investment Services Contract. 145 - 172 Financial 13 HRA Medium Term Financial Plan 2026/27 to 2030/31 Submit report by the Chief Officer (Finance) setting out a Medium Term Financial Plan for the Housing Revenue Account, providing a financial forecast for the HRA over a five year medium term to 2030/31. 173 - 186 14 HRA Capital Monitoring Report 1 April to 20 June 2025 Submit report by the Depute chief Executive summarising the financial performance for the Housing Revenue Account for the period 1 April to 20 June 2025. 187 - 196 Page 4 of 272
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15 Enterprise and Communities - Capital Monitoring Report Submit report by the Depute Chief Executive highlighting the financial position of the 2024/25 Enterprise and Communities capital programme for period ending 20 June 2025 (Period 3). 197 - 202 16 Revenue Monitoring Report - Housing Revenue Account Submit report by the Depute Chief Executive summarising the Housing Revenue Account financial performance for the period 1 April to June 2025. 203 - 210 17 Revenue Monitoring Report - Enterprise & Communities Submit report by the Depute Chief Executive providing a summary of the financial performance of the Enterprise and Communities service for the period 1 April to 30 June 2025 (Period 3). 211 - 222 18 Enterprise and Communities General Debtors Write-Off 2025 Submit report by the Depute Chief Executive presenting a summary of outstanding debtor accounts, deemed uncollectable following all attempts at recovery. 223 - 228 19 New Supply Programme - Procurement Update Submit report by the Chief Officer (Place) providing an update on current procurement activity relating to the new build housing programme. 229 - 238 Contracts 20 Contract Award for MTC for Electrical Upgrade Works to NLC Low Rise Block Communal Areas Submit report by the Chief Officer (Housing) seeking approval for the award of a contract for MTC for Electrical Upgrade Works to NLC low Rise Block Communal Areas 2025-2030 to Saltire Facilities Management Ltd. 239 - 248 Page 5 of 272
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21 Contract Award MTC Replacement of Controlled Door Entry Systems and Associated Works 2025- 2029 Submit report by the Chief Officer (Housing) seeking approval for the award of a contract for MTC Replacement of Controlled Door Entry Systems and Associated Works 2025 - 2029 to DM Integrated Ltd. 249 - 256 22 Contract Award for Garden Assistance Scheme & Ad-Hoc Garden Works 2025-2028 - Motherwell Submit report by the Chief Officer (Housing) advising of action taken to award a contract for the Garden Assistance Scheme & Ad-Hoc Garden Works 2025- 2028 - Motherwell to The Landscaping Centre. 257 - 266 23 Contract Awards Below Committee Approval Threshold Submit report by the Chief Officer (Assets and Procurement) advising of contracts awarded since the last meeting of the Committee. 267 - 272 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". 24 Property-Related Matter - Debt Adjustment Submit report by the Depute Chief Executive regarding a proposed debt adjustment associated with a property acquisition to facilitate the progression of a strategic regeneration initiative. Page 6 of 272
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref SL/KMcG Date 27/08/25 Scottish Housing Regulator: 2024/25 Annual Assurance Statement From Stephen Llewellyn, Chief Officer (Housing) E-mail llewellyns@northlan.gov.uk Telephone 07939 280680 1. Background 1.1 The SHR was empowered by the Housing Scotland Act 2010, and has since 1st April 2013 possessed statutory powers to monitor, assess, report, and intervene (as appropriate) based on the performance of any Social Landlords in Scotland. 1.2 Since April 2019, Social Landlords in Scotland have a statutory obligation to produce an Annual Assurance Statement relating to the previous financial year by 31 October each year. North Lanarkshire Council has adopted a process whereby the statement requires to be presented to Committee and is signed by the Convener of Housing prior to submission to the Regulator. These statements are published by the Scottish Housing Regulator for every landlord, and each landlord has a duty to make them readily available to all their tenants. Executive Summary The purpose of this report is to seek committee approval on the sign off relating to the sixth Annual Assurance Statement as detailed at appendix 1, prescribed by the Scottish Housing Regulator (SHR). Recommendations It is recommended that the Housing Committee: (1) Recognise and approve the contents of the report and agree the signing of the Annual Assurance Statement. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth Programme of Work Statutory / corporate / service requirement Item 2 Page 7 of 272
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1.3 From the information submitted on our Annual Return on the Charter (ARC), the SHR publishes a landlord’s report including data from all local authorities. This is reported to committee in a separate report. 2. Report 2.1 The service requires to comply with the regulatory requirements set out in Chapters 3 and 5 of the Scottish Housing Regulator Framework (appendix 2). To ensure that compliance is met the service has appropriate and effective mechanisms in place to support the signing of this year’s Annual Assurance Statement. These processes and actions continue to be maintained, monitored, reviewed, and updated if required on a regular and ongoing basis. 2.2 Within the Business Development and Support function, the team oversees a diverse portfolio, ensuring that robust controls, validation processes, and review mechanisms are effectively established and maintained. Additionally, a comprehensive evidence base is retained, comprising items such as raw and processed performance data, detailed examples of performance metrics, procedural manuals, process maps, completed audit reports, and copies of submissions presented to this committee as well as other council committees. 2.3 Examples of some of the key measures in place are detailed below: • Submission of the ARC by 31 May each year to the Scottish Housing Regulator • Annual ARC action plan including senior management review meetings • Review, action, and response to any issued SHR risk assessments • Production of an Annual Performance Report based on the ARC return in conjunction with the Tenants Federation • Statutory and non-statutory benchmarking exercises • Monthly performance monitoring including review and scrutiny by the Chief Officer (Housing) and senior management, to review all key performance indicators • Internal target setting and monitoring of performance outcomes • Complaints monitoring and handling system • Regular improvement group meetings for individual areas of business • Four weekly financial monitoring and budgetary control reporting of capital and revenue expenditure, aligning with the council’s financial regulations • Adherence with the council’s contract standing orders • Service led audit reviews and inspections • Care inspectorate reviews and reporting • Management of public protection matters through the MAPPA (Multi Agency Public Protection Arrangements) process • Detailed procedural guides and process mapping within all parts of the service • Formalised committee reporting cycles and submission of relevant reports • Reporting on the Plan for North Lanarkshire • Whistleblowing arrangements / policy • Equality and Human Rights • Audit Scotland - 2023/24 Annual Audit Report • Production of our Strategic Housing Investment Plan (SHIP) 2023/24 – 2027/28 • Production and monitoring of the Housing Asset Management Plan • Production and monitoring of the Local Housing Strategy • The Plan for North Lanarkshire / strategic frameworks • Regular contractor review meetings Page 8 of 272
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• Update and review of new / all items in service and corporate risk registers • Data Protection/GDPR reporting and monitoring framework in place • Tenant participation strategy, including tenant scrutiny and performance review • Internal and external audit review 2.4 In March 2025 a letter was sent from the SHR (appendix 3) to provide advice on the preparation of the 2025 Annual Assurance Statement. Landlords have been asked to confirm whether they meet all duties in relation to tenant and resident safety, and in particular, that they have obtained appropriate assurance about compliance with all relevant safety requirements including: • Gas safety • Electrical safety • Water safety • Fire safety • Asbestos • Damp and Mould • Lift safety 2.5 In addition, any landlords who have identified Reinforced Autoclave Aerated Concrete (RAAC) in their homes and who don’t have a plan to manage the risks associated with this are to highlight this in their Annual Assurance Statement. Whilst we have identified RAAC in a small number of properties, there is a plan in place to manage this. Information on RAAC has therefore not been included in our Annual Assurance Statement. A report on the plan went to committee February 2025. 2.6 The SHR has also intimated that legally we must: “notify them during the year of any material changes to the assurance in our Annual Assurance Statement” including any areas of non-compliance. There are no areas of non-compliance to report. 3. Measures of success 3.1 Submission, compliance and maintenance on an annual basis of an approved Annual Assurance Statement within the required timescales will be classed as a measure of success. 4. Supporting documentation Appendix 1 2025 Annual Assurance Statement Appendix 2 Chapters 3 and 5 of the SHR Framework Appendix 3 Letter to landlords – Advice on preparing AAS 11 March 2025 Stephen Llewellyn Chief Officer (Housing) Page 9 of 272
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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? Production of an Annual Assurance Statement is a statutory obligation for all landlords. 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? Page 10 of 272
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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? Production of an Annual Assurance Statement (ASS) is a statutory obligation for all landlords. Failure to produce and obtain a sign off from committee would constitute a legal and reputational risk. For this reason, the ASS is included in the risk register for the service and production of the statement and committee report is scheduled for committee cycle 2 each year 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 11 of 272
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North Lanarkshire Council Annual Assurance Statement 2025 We can advise that: • we comply with all the regulatory requirements set out in section 3 of the Regulatory Framework. • we achieve all the standards and outcomes in the Scottish Social Housing Charter for tenants, people who are homeless and others who use our services. • we comply with our legal obligations relating to housing and homelessness, equality and human rights, and tenant and resident safety. Equalities We can provide assurance that a clear plan is in place to implement an effective approach to collecting equalities data, underpinned by a commitment to embedding a human rights approach in our work. Our strategy aligns with the Collecting Equality Information: National Guidance for Scottish Social Landlords (August 2021) and has been reviewed and endorsed by our Corporate Equalities Group to ensure consistency across our Authority. While we have historically collected equalities information, our most recent tenant survey featured an updated question set that reflects the recommended protected characteristics. This enhanced set will also be integrated into the development of our new online housing application for the Common Housing Register. Tenant and resident safety At North Lanarkshire Council, the safety and well-being of our tenants and residents is our top priority. We are committed to providing warm, safe, and secure homes, backed by robust systems and procedures that ensure high standards of housing and care. Regarding the areas of tenant safety outlined in your letter dated 11 March 2025, and with reference to the updated guidance published in February 2024, I can confirm that we have management frameworks in place for Gas Safety, Electrical Safety, Water Safety and Asbestos Management, which are reviewed annually. In addition, we have comprehensive contracts and well-established procedures in place to ensure Fire Safety and Lift Safety, as well as to effectively manage incidents involving Damp and Mould. Gas & Electrical safety Our Gas Safety Testing programme operates on a ten-month rolling cycle, ensuring all properties are inspected prior to the anniversary of their previous safety check. We have adopted a similar structured approach for Electrical Safety Testing (EST), which is carried out on a four-year rolling programme. Water safety We developed a detailed management plan to control the risk of Legionella and maintain water quality in communal domestic water systems. The plan applies to all common domestic Appendix 1 Page 12 of 272
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assets that North Lanarkshire Council are responsible for and includes mainstream housing (towers and low rise), temporary accommodation and sheltered housing where water is used or stored in systems such as: - hot and cold water systems, storage tanks and other systems containing water where there may be a risk of legionella (such as laundry areas, showers etc). It applies to occupied and void properties as well as communal systems such as tower laundrettes. Individual site-specific technical documents which include risk assessments are held centrally by the Service and Legislative Team. Fire safety We maintain active fire safety contracts that include two scheduled inspections per year for all tower blocks and associated corridor properties. In addition, annual certification audits are conducted to ensure compliance and safety standards. Fire extinguisher checks are carried out annually. We are also currently undertaking a comprehensive programme to install sprinkler systems across all tower blocks, enhancing fire protection and resident safety. Asbestos management Our specialist contractor conducts two types of asbestos surveys: a Management Survey and a Refurbishment/Demolition Survey. The findings from these assessments are used to determine the risks associated with Asbestos Containing Materials (ACMs) and inform the development of a strategy for their monitoring or safe removal. Damp and Mould We have established robust procedures to ensure that all reports of damp and mould are promptly attended to and thoroughly assessed. Each case begins with a pre-inspection conducted by a qualified technical officer, with professional surveys commissioned where appropriate. Where condensation is identified, we provide tenants with tailored advice and support. In cases where heating affordability is a concern, tenants are referred for a financial assessment to explore further assistance. Lift safety Monthly inspections and certification on all lifts are completed as part of the principal contract. A further biannual inspection takes place as part of the Risk and Insurance contract. We confirm that we have seen and considered sufficient evidence to give us this assurance. We approved our Annual Assurance Statement at the meeting of our Housing Committee on 27 August 2025. I sign this statement on behalf of the Committee. Convener of Housing Date: Page 13 of 272
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To: All Registered social landlords and local authorities 11 March 2025 Dear colleague, I am writing to provide advice on preparation of your next Annual Assurance Statement which you are due to submit to us by 31 October 2025. In February 2024 we published revised guidance to support landlords when they are completing the Annual Assurance Statements. This guidance explains we may ask landlords to provide specific assurance on a particular issue in the Annual Assurance Statement. This year, we have decided to continue with our request that landlords provide specific assurance on their compliance with relevant obligations in relation to tenant and resident safety. This will provide us with specific assurance that landlords are continuing to comply with their obligations in this important area. In January 2025 we published updated indicators for the Annual Return on the Charter (ARC) which included new indicators on fire and electrical safety and damp and mould which landlords will submit to us by the end of May 2026. From May 2026 we will therefore receive assurance about fire and electrical safety and damp and mould via the ARC. In the Annual Assurance Statement to be submitted this year please confirm whether you meet all duties in relation to tenant and resident safety, and in particular that you have obtained appropriate assurance about your compliance with all relevant safety requirements including: • Gas safety • Electrical safety • Water safety • Fire safety • Asbestos • Damp and Mould • Lift safety The SFHA Self Assurance Toolkit may provide you with further information on the requirements on landlords in relation to tenant and resident safety, as will the SFHA’s advice note for governing body members on dealing with damp and mould. Appendix 3 Scottish Housing Regulator 5th Floor, 220 High Street Glasgow G4 0QW www.housingregulator.gov.scot Page 17 of 272
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In 2024 we carried out a programme of visits to landlords to discuss their Annual Assurance Statements. During the visits we asked how landlords had assured themselves about compliance with their duties in relation to tenant and resident safety and for Registered Social Landlords how the Governing Body is assured about its approach to financial planning. We published a report on the findings from the Annual Assurance Statement visits to share lessons learned. I hope you find this information helpful. If you have any questions about your Annual Assurance Statement, please contact your Engagement Plan lead officer. Best wishes Michael Cameron Chief Executive Scottish Housing Regulator 5th Floor, 220 High Street Glasgow G4 0QW www.housingregulator.gov.scot Page 18 of 272
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref SL/BL Date 27/08/25 Annual Review of Housing Asset Management Plan 2024-2025 From Stephen Llewellyn, Chief Officer (Housing) E-mail lewellyns@northlan.gov.uk Telephone 07939280680 1. Background 1.1 Homes Fit for the Future, Housing Asset Management Plan (HAMP) 2021-2026 was produced in February 2021 to set out the strategic asset management approach in managing council housing in North Lanarkshire and aligns with both The Plan for North Lanarkshire as well as our Corporate Asset Management Plan. In addition, the HAMP closely aligns with the priorities set out in North Lanarkshire’s Local Housing Strategy (LHS) 2021-2026 providing strategic direction for the five-year investment programme. Executive Summary The purpose of this report is to provide an overview of the progress achieved over the 2024/25 period in delivering the actions within Homes Fit for the Future, the council’s Housing Asset Management Plan (HAMP) 2021-2026. The Plan was approved and formally adopted in February 2021 by the Housing and Regeneration Committee. It sets out our ambitions and priorities alongside key actions for asset management activities and investment over the five-year period, 2021-2026. The HAMP aligns with the Local Housing Strategy, other key council strategies, developments and Programmes of Work. Recommendations It is recommended that the Housing Committee: (1) Acknowledge the progress achieved to date in delivering the priorities and actions set out in the five-year HAMP 2021-2026. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Item 3 Page 19 of 272
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1.2 The HAMP delivers across several services supporting the development and implementation of several Programmes of Work for North Lanarkshire Council. 1.3 This is the fourth annual review of the HAMP for the period 2024-25, which outlines progress made in relation to the priorities and corresponding actions. 2. Report Challenges and Progress 2.1 The vision set out in the HAMP, articulates North Lanarkshire Council’s ambitions to deliver on four key priorities: • We deliver the homes North Lanarkshire needs to grow • We provide high-quality, well-maintained homes • We tackle climate change and fuel poverty • We improve our systems and our use of data 2.2 The global economic context has had a significant impact on the council’s construction and development programmes over the past few years. These global factors led to supply chain delays, significant contract price increases and inflationary rises, which has put significant pressure on council budgets to deliver on its programme. Other impacts include the reduction in funding in the Affordable Housing Supply Programme budget, increased tender costs, contractor availability, material and labour shortages, skills shortages in the current labour market as well as recruitment difficulties. Additionally, there are challenges relating to funding streams, providing affordable low carbon technology, and achieving a just transition to net zero through reducing our carbon emissions and responding to climate change. 2.3 The action plan contains 15 key actions, delivering on 44 individual milestones with the HAMP providing a framework for strategic review and reporting. Of these milestones, 23 milestones are on track (green), 2 milestones have minor delays (amber), and no milestone is in the significant delay risk (red). One milestone is no longer applicable, and 18 milestones have been completed. Some long-term milestones will be progressed in the new HAMP for 2026-2031. 2.4 Some key highlights in terms of meeting key targets up to 2024/25 are as follows: • 2,474 new council homes since 2010 • 136 new council wheelchair homes since 2010 • 845 homes brought back into council ownership • 108 council homes had new kitchens installed and 138 council homes have had a new bathroom during 2024/25 • 1,583 council homes had new heating systems in 2024/25 • 344 homes with roof and render improvement in 2024/25 • 950 homes with PV Solar Panels installed • 2.76 average hours in completing emergency repairs in 2024/25; a slight improvement on 2.77 in the previous year and faster than 3.31 in 2022/23 • 5.75 average days to complete non-emergency repairs in 2024/25, an improvement on 6.8 in the previous year • 0 failures to meet gas safety regulations during 2024/25 • 99.4% homes meet the Energy Efficiency Standard for Social housing (EPC D) in 2024/25 2.5 The Towers Reprovisioning has successfully progressed, with 1,522 properties vacated in phase 1. There are 198 properties that have been re-purposed for the Page 20 of 272
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Ukraine resettlement programme. The phase 2 demolition running order and associated programme has been approved. Decommissioning of Phase 2 properties is ahead of schedule with 376 of 1,010 now vacant and 5 of 15 privately owned properties have been purchased. Investment in the towers continues to be a priority for those not earmarked for demolition as part of our plan to modernise which includes recladding, installation of sprinklers and lift upgrades ensuring they continue to provide safe and attractive places to live. 2.6 Delivering and enabling new homes in town centre and edge of town centre locations continues to be an important priority with 915 homes on 'edge of' town centre sites (within 10-minute walk of town centre boundary) completed since 2019/20; of which 105 of these were completed in 2024/25 (92 NLC and 13 RSL). 2.7 The Capital Programme has continued to invest in high-quality homes including £12.353m spent on roof and render; £7.2m on heating; £2.114m on kitchens and bathrooms; £0.826m on controlled door entry; £5.8m on Solar PV panels; £8.316m on triple glazed windows; and £0.7m on loft and cavity insulation. The Capital Programme 2025/26 was approved by Housing Committee in February 2025 outlining plans such as £10m on heating, £9m on windows and £19m on roofing and render which will see the continuation of replacement of heating systems with more efficient new systems as well as an increase in the use of “clean” heating sources such as heat pumps and modern electric storage heater systems where practicable. Further information on the extent of progress is outlined in the attached appendix. Governance 2.8 There have been two progress reports produced during 2024/25 as a result of our reviewed governance arrangements. One report on the first 6 months (1st April 2024 – 30 September 2024) and an annual review report (1st April 2024 – 31 March 2025) have been provided to the HAMP Steering Group comprised of senior managers. In addition, the annual review of the HAMP continues to provide Committee with an update on progress. 3. Measures of success 3.1 Continued implementation of the HAMP actions and priorities. 4. Supporting documentation 4.1 Appendix – Annual Review of the Housing Asset Management Plan 2024/25 Stephen Llewellyn Chief Officer (Housing Management) Page 21 of 272
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? The Equality Impact Assessment for the HAMP 2021-2026 identified that there are no adverse impacts with some groups such as older and disabled groups benefiting from the actions set out in the HAMP. There are no impacts arising from this progress report. 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 ☒ Page 22 of 272
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If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? This report does not have a direct impact on technology or digital transformation. However, there are several HAMP actions within Priority 4 ‘We Improve Our Systems and Our Use of Data’ which have a positive impact on digital transformation, data management and inclusion. These include: • Key Action 4.1 Deliver Digital NL programme to transform customer engagement • Key Action 4.2 Improve systems and processes to enable integrated asset management approach • Key Action 4.3 Make better use of data to drive investment decisions. 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 ☒ This report does not impact on any environment or carbon matters. Nonetheless, several actions contained within the HAMP have a direct impact on environmental and carbon matters through making energy efficiency improvements to our homes reducing our carbon footprint and contributing to our net zero target. If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Risks are assessed and recorded on a HAMP risk register and considered/reviewed regularly by the HAMP Steering Group. Page 23 of 272
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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). Any impacts are considered in the CRWIA for the Local Housing Strategy. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 24 of 272
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Homes Fit for The Future North Lanarkshire Council Annual Review of Housing Asset Management Plan 2024/25 Page 25 of 272
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Contents Page 1. Introduction 3 2. Strategic Policy Framework 4 3. Our Priorities 4 4. Priority 1: We Deliver the Homes North Lanarkshire Needs to Grow 5 5. Priority 2: We Provide High-Quality, Well-Maintained Homes 8 6. Priority 3: We Tackle Climate Change and Fuel Poverty 10 7. Priority 4: We Improve Our Systems and Our Use of Data 12 8. Action Plan 13 Page 26 of 272
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Introduction This is the fourth Annual Review of the Housing Asset Management Plan since the approval of Homes Fit for the Future, the Council’s Housing Asset Management Plan (HAMP) 2021-2026. The HAMP Homes Fit for the Future produced in 2021 is a high-level plan, which sets out our ambitions and priorities with key actions that we will deliver over the five years. The current Annual Review and action plan features progress on key achievements as well as challenges. Some key highlights of progress achieved on key indicators include: There are key factors, both external and internal which impact on the delivery and timescales of the actions contained in the Housing Asset Management Plan including global economic factors such as the war in Ukraine, inflationary cost increases, the reduction in funding in the Affordable Housing Supply Programme budget, increased tender costs, contractor availability, material and labour shortages as well as recruitment difficulties. Furthermore, there are issues of disparate funding streams which are often short-term in nature, as well as significant funding requirements to meet net zero, making it difficult to effectively plan ahead; achieve better economies of scale and value for money. There are other factors within North Lanarkshire, which present challenges, such as owner occupier engagement and access to owners’ properties which can impact on the council’s ability to progress with improvements as well as implications of increased contributions from owners. The global, national, and local environment continues to be challenging with the council mitigating as best as possible. 1 Includes homes acquired through the Open Market and Empty Homes Purchase Schemes Highlights up to 2024/25 2,474 New council homes since 20101 136 New council wheelchair homes since 2010 845 Homes bought back into council ownership 108 Of our homes have had a new kitchen installed in 2024/25 138 Of our homes have had a new bathroom fitted in 2024/25 1,583 Homes with new heating systems in 2024/25 344 Homes with roof and render improvements in 2024/25 950 Homes with PV Solar Panels in 2024/25 2.76 Average hours in completing emergency repairs in 2024/25; a slight improvement on 2.77 in the previous year and faster than 3.31 in 2022/23 5.75 Average days to complete non-emergency repairs in 2024/25, an improvement on 6.8 in the previous year 0 Failures to meet gas safety regulations during 2024/2025 99.4% Homes meet the Energy Efficiency Standard for Social housing (EPC D) in 2024/25 Page 27 of 272
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Strategic Policy Framework Homes Fit for the Future is North Lanarkshire’s plan for managing its housing assets over the five-year period 2021 to 2026 linking with key strategies, policies and plans, in particular aligning with The Plan for North Lanarkshire which has ambitions to make North Lanarkshire the place to live, learn, work, invest, and visit. The HAMP is also aligned with our Corporate Asset Management Plan as well as North Lanarkshire’s Local Housing Strategy (LHS) providing the strategic framework for asset management activities and investment over the next five years. Our Priorities Our housing asset management activities are focused around four key priorities over a five-year period to ensure our homes are fit for the future. These priorities are: • We deliver the homes North Lanarkshire needs to grow • We provide high-quality, well-maintained homes • We tackle climate change and fuel poverty • We improve our systems and our use of data Following a review of our governance arrangements, the Housing Asset Management Steering Group oversees a mid-year-6-monthly monitoring progress on the action plan and an annual review of the priorities and actions. This annual update reports on progress achieving our four priorities during 2024/25. Our key successes and challenges are outlined in the action plan below with a BRAG status assigned to each action using blue (completed), red (significant delays), amber (minor delays) and green (on track). Progress on our key actions: Deliver NL Homes Programme We have delivered 2,4742 new council homes exceeding our target of 1,730 new council homes by 2026 as set out in the HAMP. We are continuing to deliver at pace to meet our longer-term target of delivering 6,000 council homes by 2035 which was expanded 2 Since 2010 and up to 31 March 2025, 1,629 new build council homes; and 845 properties acquired through the Open Market Purchase Scheme/Empty Homes Purchase Scheme since 2013/14. Priority 1: We deliver the homes North Lanarkshire needs to grow Page 28 of 272
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earlier this year from a target of 5,000 homes.3 A variety of delivery methods are utilised to enable the council to achieve this target which include traditional new build, Development Pathfinder acquisitions and the Open Market Purchase Scheme. We had another strong performance in 2024/25 with 3704 affordable new homes delivered which includes 278 new build council homes. This is the second highest number of annual completions since the New Supply Programme was established in 2010/11 delivering homes that are energy efficient, accessible and future-proofed for generations to come. Our new build council homes delivered over the past year are as follows: • 16 homes in Glenacre Drive, Airdrie • 78 in Castlehill Road (Further Phases), Wishaw • 20 in Orrs Building (Wilson), Airdrie • 22 in Gartferry Road (Allanwater) in Chryston • 18 in Calder Gardens, Carnbroe (Barratt) in Coatbridge • 40 in Petersburn Road (Former Petersburn Primary School), Airdrie • 12 in Johnston Road (Phase 2) (Bellway), Gartcosh • 24 in Dowanfield Road (Zoom), Cumbernauld • 48 in Brandon Street, Motherwell We are meeting our 10% target to build council social rented housing to wheelchair standard with 32 council new wheelchair homes built during 2024/25. A total of 211 council and RSL wheelchair standard homes have been developed since 2010/11 to 31st March 2025 – 136 are new council wheelchair homes. Our Open Market Purchase Scheme and Empty Homes Purchase Scheme which buys back homes is continuing to make a positive key contribution to increasing the supply of council homes to meet housing need and tackle issues associated with the blight of empty homes, as well as improve property condition and aid the completion of common works. We purchased 92 OMPS/EHPS homes through this scheme during 2024/25 and brought back into use a total of 845 OMPS/EHPS since 2013/14 to the financial year 2024/25. Financial support for OMPS has been provided by the Scottish Government to successfully boost housing supply. Acquiring properties in blocks of flats where the council owns all of them enables investment and improvements in council homes and improves the lives of tenants living within them. Additionally, there are other projects which have progressed including 20 new homes at the former Motherwell Town Hall which is currently on site with completion due in 2026 entailing the partial demolition of the empty former building while preserving the Grade C listed front façade, blending retained architectural features with energy-efficient, modern housing. Future developments include 16 new homes at Bank Street in Coatbridge estimated to start construction in March 2026 with completion due in 2027 3 The new target of delivering 6000 homes by 2035 was approved by Housing Committee in February 2025. 4 370 new affordable homes includes new build and OMPS. Page 29 of 272
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which will contribute to regenerating the town while preserving elements of the site’s heritage; and the construction of 43 new homes at Kildonan Street in Coatbridge which has soft strip work now completed with an estimated start in Spring/Summer 2026 and completion due in 2028. We expanded the use of ‘off the shelf’ acquisitions of completed homes from private developers to augment our supply of new affordable homes. Our Pathfinder ‘off the shelf’ scheme aims to engage with developers in playing their part in North Lanarkshire’s future through building homes that support and cater for all communities and promote mixed tenures. We continue to encourage developers to support North Lanarkshire’s projects. The Pathfinder scheme also supports North Lanarkshire’s local economy, providing opportunities for investment in the construction industry to help secure local jobs. All these achievements have been delivered in the context of a challenging climate over the past five years. Despite the overall reduction in grant to £24.958m in 2024/25, North Lanarkshire utilised this full allowance which is known as the resource planning assumption and spent additional funds that were made available towards the end of the financial year. We await formal confirmation of the final grant outturn from the Scottish Government but expect this to be in the region of £31m. The 2025/26 grant allocation for North Lanarkshire has been confirmed as £33.655m with North Lanarkshire Council and RSLs having developed a programme to maximise this spend through delivering affordable homes for the future. Over the duration of this HAMP 2021-2026, there have been increased tender costs, shortage of skilled labour and scarcity of materials due to the ongoing war in Ukraine as well as increased standards/specification of new build social rented homes; challenges in the availability of suitable land and difficulties achieving acceptable surface water connections for new sites. All of these factors add to the complexities of the delivery of the affordable housing programme. The council has successfully completed 2,474 new council homes in 69 new build sites; 176 homes are currently on site and a further 1,229 homes are identified for future developments. Develop and deliver the Towers Reprovisioning Programme Our tower strategy is a core part of our wider ambition to improve housing quality, increase choice, and deliver sustainable communities fit for the future. Phase 1 of the re- provisioning programme was approved by Housing Committee in May 2018. Significant progress has been made to date on the demolition of several high/low-rise blocks and the programme remains on schedule with 1,522 properties vacated. However, there are now 198 properties in Birkshaw Tower and Highcoats Court that have been subsequently re-purposed to provide homes for Ukrainian resettlement programme. Coursington Tower in Motherwell and Jackson Court Tower in Coatbridge are progressing. The skyline of Motherwell will change later this year with the demolition of Allan, Coursington and Draffen Towers. It should be added that the complexity of the proposed demolition methodology for Coursington Towers has resulted in a significant Page 30 of 272
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resource demand. There have also been an additional 4 low rise blocks (40 properties) added to the demolition programme due to the discovery of RAAC. Committee approved Phase 2 of the re-provisioning programme in August 2023 following consultation. The decommissioning of these properties is ahead of schedule with 376 of 1,010 now vacant across sites in Wishaw, Kilsyth, Airdrie, Coatbridge, and Motherwell. Three of 15 privately owned properties have been purchased. Reshape and repopulate our town centres We have ambitious plans to transform our town centres and revitalise the local economy which will create towns that are more attractive, safer, easier to get around, offering wider choices to meet both local and regional needs. Significant funding has been provided by the Scottish Government and UK Government to achieve these regeneration plans. There have been 915 council and housing association social rented homes enabled and delivered since 2019/20 up until the 31st March 2025 in or on edge of town centre within 10-minute walk of town centre boundary. Significant progress has been made to date with Town Visions now in place for all 8 town centres across North Lanarkshire. In addition, Town Action Plans (TAPs) have been developed and approved for 6 towns. Major town centre projects are progressing such as the redevelopment of Cumbernauld town centre and the establishment of a Neighbourhood Board in Coatbridge to deliver the £20m Plan for Neighbourhoods. Since 2019/20, £44m has been invested in key town centre projects. While progress continues towards reshaping and repopulating our town centres, there are challenges in relation to engaging with property and landowners to acquire buildings/land which are strategically aligned with our redevelopment plans. Progress on our key actions Ensure our homes are fire safe and meet new legislative requirements The council approved proposals in February 2018 to develop and deliver a programme of enhanced fire safety measures within high-rise towers that included retrofitting of sprinkler systems, improved fire compartmentation/fire-stopping, emergency lighting and installation of fire-doors to properties. Interlinked smoke detection has also been installed within properties, to ensure compliance with the recent changes in legislation. Fire Risk Assessments for high-risk properties including towers and retirement housing are progressed on a regular basis and recommended actions in sheltered complexes are being programmed. Priority 2: We provide high-quality, well-maintained homes Page 31 of 272
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We continue to progress with our programme to invest in fire safety initiatives with 13 towers having sprinkler systems installed to date. It is anticipated that a further two towers will be completed by 2025/26 in Elvan Tower and Calder Tower. There have been challenges in the implementation of fire safety measures in low-rise blocks due to factors of access to these properties, owner occupier engagement as well access to materials. A survey programme is currently in development to assess the fire safety works required in mid-rise blocks across the authority that are in scope of the Scottish Government criteria for the requirement of Fire Risk Assessments in properties between 11-18 metres. We completed a small fire doors programme to low rise properties above 11m in Coatbridge during 2024/25. An expanded programme is being developed for all NLC owned properties in 11m plus blocks with a timescale of completion in 2025/26. Invest in high-quality homes Investing in our homes through the delivery of the Capital Investment Programme continues to be a priority with year 2024/25 delivering a programme of expenditure of £12.353m on roofing and external wall insulation, £8.316m on triple glazed windows, £7.2m spent on heating including A rated condensing boilers, £2.114m spent on kitchens and bathrooms, £0.7m on loft insulation and cavity wall insulation, £0.826m on home security such as controlled door entry and £5.8m on PV Solar Panels to decrease energy consumption from the National Grid in accordance with our Net Zero obligations. A programme for 2025/26 was approved in February 2025 with a capital budget of £86m planned. Re-cladding is a priority for North Lanarkshire considering the recommendations of the Grenfell report and the UK Government’s fire safety legislation. Two towers - Whifflet and Calder towers are in design stage for over cladding. We have continued with the council’s “fabric first” approach to improving the energy efficiency of tenants’ homes through the fitting of external wall insulation ahead of the consideration of the installation of possible renewable heating sources given it is recognised as the most effective manner of offsetting any possible increase in running costs for renewable heating sources. Detailed design has been completed for the retirement complex Phyllis Jane Court, Drummond Drive in Wishaw with tenant engagement included in the design. The refurbishment of this retirement complex is projected to start during 2025/26. A strategic approach has been undertaken in the upgrading of the linked corridor complexes entailing analysis on the pressure for older people’s housing to scope and plan investment decisions and priorities. This approach is to make sure that our retirement complexes are fit for purpose and future-proof. Page 32 of 272
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Progress on our key actions: Meet the Energy Efficiency Standard for Social Housing post-2020 We commissioned two reports on EESSH 2/net zero requirements to achieve compliance by 2032 with associated solutions and costs for this milestone: the first report was completed in 2021, and a second commissioned report was received in 2023. The Scottish Government intend to replace Energy Efficiency Standard for Social Housing (EESSH2) with the proposed Social Housing Net Zero Standard (SHNZS) The SHNZS was released for public consultation in November 2023 to March 2024, however the outcome has still to be published. The SHNZS is designed to support Scotland’s legally binding commitment to reach net zero greenhouse gas emissions by 2045. It shifts the focus from the EPC-based targets of EESSH2, such as achieving Band B or C, towards a more holistic approach that prioritises actual emissions reductions, affordable warmth, and the transition to zero- emissions heating systems. This represents a significant development in policy, aligning social housing standards with broader climate and energy goals. We have a Local Heat and Energy Efficiency Strategy (LHEES) in place since December 2023 setting out our plans and associated actions for achieving net zero across both our domestic and non-domestic buildings. Our plans include energy efficiency measures and installation of zero direct emission heating systems in council homes to achieve the national targets in relation to net zero and reduce fuel poverty. The Scottish House Condition Survey estimates 34% (around 861,000 households) of all households in Scotland in 2023 were in fuel poverty, which is higher than the 2022 fuel poverty rate of 31% (around 780,000 households). There are 19.4% (or 491,000 of the 861,000 households in fuel poverty) living in extreme fuel poverty in 2023 which is similar to the 18.5% (465,000 households) in 2022. Overall rates of fuel poverty are higher in the social rented sector (61%) compared to the private sector (25%). Similarly, households in the social sector were more likely to be in extreme fuel poverty (32%) compared to households in the private sector (15%). According to SHCS, increases in fuel prices had the largest impact on the change in fuel poverty rate between 2022 and 2023.5 In this context, there are ongoing challenges in the delivery of our ambition of tackling fuel poverty. In 2024/25, 99.4% of our homes in North Lanarkshire meet EPC D. This is slightly lower than last year at 99.5% due to increased alignment with the Scottish EPC register. We are conducting surveys to E, F and G properties to confirm banding and remedial action for compliance. 5 Scottish Government, Scottish House Condition Survey: 2023 Key Findings Priority 3: We tackle fuel poverty and climate change Page 33 of 272
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We claimed £1.5m of EES: ABS funding for 2024/25. Improvements were undertaken in 2024/25 to 96 flats in Airdrie, Kilsyth and Coatbridge and 8 houses in Motherwell entailing works on external wall insulation and cavity wall insulation as well as Solar PV Panels in houses and some flats. There are still the ongoing challenges on gaining agreement for the works in mixed tenure blocks given owners are required to financially contribute as a result of changes in legislation and external funding. Furthermore, landlords who own three or more rental properties are not eligible for EES: ABS funding which can affect works in common properties not moving forward. We have been allocated £2.9 million funding for 2025/26. We continue to explore ways to encourage owners to participate in common works in mixed tenure blocks. Increase the number of homes fuelled by low carbon sources We completed 48 new homes at Brandon Street in Motherwell during 2024/25 transforming a previously derelict site. These new homes benefit from renewable technologies, featuring a ground source heat pump system and Solar PV Panels as part of our plan to introduce low carbon fuelled homes and use cleaner energy sources making our homes more energy efficient. Furthermore, all new homes with building warrants after April 2024 must include non-direct emission heating system. As part of our energy efficiency programme, we installed 950 Solar PV panels to homes during 2024/25. We have plans for a programme of increased Solar PV panel installations to over 1000 properties during 2024/25. The installation of Solar PV panels will enable households to use electricity produced by the panels for free, paying for any additional electricity when required. Secure funding and develop partnerships to maximise impact We have submitted to Scottish Housing Net Zero Heating Fund for £273,325 for works to Vickers Street Retirement Housing Complex in Motherwell. We are proposing to install external wall insulation, loft insulation top up, mechanical heat recovery ventilation in the bathroom and kitchen, and environmental sensors. An initial project was developed linking to Active Travel at Dykehead Road. Active Travel connections are now integrated into all future housing design approaches improving links within our towns depending on site constraints, including topography, available land/space, as well as existing infrastructure. Cycle storage and cycle paths are also incorporated within new build housing design strategy. Page 34 of 272
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Progress on our key actions: Improve systems and processes to enable integrated asset management approach A contract award was made in December 2024 for the new integrated Housing Management System. The mobilisation of the contract commenced in January 2025. There have been initial workshops for staff and discovery sessions are planned. It is anticipated that the replacement integrated Housing Management System will be fully implemented by March 2027. In the meantime, the ‘Confirm’ system will remain as a single repository for asset management until the new integrated Housing Asset and Management system is in place. Make better use of data to drive investment decisions We undertake annual demand and pressure analysis for social housing including insights on emerging trends across local housing market areas in North Lanarkshire. We plan to improve our data on linking asset and housing management to better inform investment decisions. Consideration will be given to data improvements in the development of the new IT system integrating asset and housing management. Support development of the Enterprise Strategic Commercial Partnership The Enterprise Project contract was awarded in July 2024 and is in use providing an integrated approach for the future delivery of repairs, maintenance, and investment. The project provides a single Contract with a Contractor for housing and corporate assets bringing together infrastructure ‘place shaping’, comprehensive asset maintenance and lifecycle management, which links together all asset related service activities and contracts. Priority 4: We Improve Our Systems and Our Use of Data Page 35 of 272
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HAMP Key Actions Status key Indicator Definition Green On track, budget, within scope and likely to deliver expected benefits Orange Minor delays, cost overruns, changes to scope or reductions in benefits Red Significant delays, cost overruns, changes to scope or reductions in benefits Blue Complete Grey No longer applicable PRIORITY 1: WE WILL DELIVER THE HOMES NORTH LANARKSHIRE NEEDS TO GROW STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2023/24 UPDATE 2024/25 TIMESCALE LEAD STATUS PROGRESS UPDATE CHALLENGES KEY ACTION 1.1 Deliver NL Homes Programme Contribute to 6,000 new Council homes by 2035 1,730 new Council homes 1,151 (772 new build and 379 OMPS) 2,104 2,474 2025/26 New Supply Green At 31st March 2025, total homes delivered is 2,474 (1,629 new build and 845 OMPS/EHPS). Interim target achieved. Tender cost increases, net zero heating requirements. Market changes including inflation and resource availability. Page 36 of 272
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PRIORITY 1: WE WILL DELIVER THE HOMES NORTH LANARKSHIRE NEEDS TO GROW STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2023/24 UPDATE 2024/25 TIMESCALE LEAD STATUS PROGRESS UPDATE CHALLENGES Establish vehicle to deliver alternative tenures Vehicle established Subject to future committee report and approval See progress update See progress update 2022/23 Business Development & Support/ New Supply Green Pilot site for MMR identified in Airdrie and MMR project working group established. Independent legal advice procured to inform an options appraisal of the appropriate delivery vehicle alongside independent market research on demand for MMR. The primary challenge remains funding. Review and update Development Pathfinder approach Review complete 2019/20 - pilot launched Action Complete Action Complete 2021/22 New Supply Blue Review complete. Prior Information Notice (PIN) will be updated and issued on an annual basis going forward. Page 37 of 272
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KEY ACTION 1.2 Develop and deliver the Towers Reprovisioning Programme Deliver Phase One, comprising 1,750 demolitions with sites cleared for future investment 1,750 demolitions with sites cleared for future investment (excludes properties re-purposed for Ukrainian resettlement programme) 2019/20 - 27 properties demolished 2023/24 – 192 2024/25 – 0 Total 1246 2024/25 Investment/ New Supply Green Programme Update (Phase 1): The programme remains on schedule, with 1,522 properties now vacant in phase 1. There are 198 properties that have been re-purposed for the Ukrainian resettlement programme. Shawhead Low Rise: Complete and handed over for reprovisioning. Gowkthrapple Low Rise: Nearing completion and handover. Coursington & Jackson Towers: Contracts reprocured and progressing; Coursington demolition scheduled for Q4 2025. Highcoats & Dunbeth: Now separated to allow independent demolition progress; survey work underway at Dunbeth. Allershaw: Tender prep in final stages; award expected soon. Birkshaw Tower & Highcoats Court: Remain suspended due to Ukraine resettlement use. An additional 40 properties will be External factors increasing project costs and resource availability. Complexity of proposed demolition methodology for Coursington Towers means a significant resource demand. Page 38 of 272
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PRIORITY 1: WE WILL DELIVER THE HOMES NORTH LANARKSHIRE NEEDS TO GROW STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2023/24 UPDATE 2024/25 TIMESCALE LEAD STATUS PROGRESS UPDATE CHALLENGES included in the phase 1 programme due to being affected by RAAC. Page 39 of 272
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PRIORITY 1: WE WILL DELIVER THE HOMES NORTH LANARKSHIRE NEEDS TO GROW STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2023/24 UPDATE 2024/25 TIMESCALE LEAD STATUS PROGRESS UPDATE CHALLENGES Phase Two developed, for implementation from 2025 Programme developed N/A See progress update See progress update 2024/25 Investment/ New Supply Green Programme Update (Phase 2): The phase 2 demolition running order and associated programme has been approved. Decommissioning of the properties is ahead of schedule with 376 of 1,010 now vacant. 3 of 15 privately owned properties have been purchased. Increasing pressure from other priorities such as Ukrainian refugee resettlement, wider asylum dispersal, increasing homelessness and cost of living pressures as well as increasing pressure on social rented housing stock, which consequently presents challenges for reprovisioning. Other challenges associated with environmental considerations. External factors increasing project costs and resource availability. Page 40 of 272
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PRIORITY 1: WE WILL DELIVER THE HOMES NORTH LANARKSHIRE NEEDS TO GROW STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2023/24 UPDATE 2024/25 TIMESCALE LEAD STATUS PROGRESS UPDATE CHALLENGES KEY ACTION 1.3 Our homes meet housing need and enable independent living Carry out options appraisals for all linked corridor retirement housing and supported accommodation complexes Appraisals complete N/A Working Group established to carry out options appraisals 2024/25 Housing Solutions Blue A working group was established to gather evidence to inform investment decisions in retirement housing in order to carry out a further options appraisal for linked corridor complexes that have not been refurbished. Older Persons’ Housing Review on Linked Corridor Complexes completed in 2024/25. Covid-19; Market changes including inflation and resource availability. Building design in some complexes which limit the potential improvements that can be achieved. Page 41 of 272
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PRIORITY 1: WE WILL DELIVER THE HOMES NORTH LANARKSHIRE NEEDS TO GROW STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2023/24 UPDATE 2024/25 TIMESCALE LEAD STATUS PROGRESS UPDATE CHALLENGES Develop and implement methods to identify adapted properties prior to matching New process developed and implemented N/A See progress update See progress update 2025/26 Housing Solutions/ Repairs & Maintenance Green Agilysis prepared a discovery action plan and identified this as a requirement of the new housing asset management system. Automatic matching to stored asset information would require to be part of a new integrated housing management system, which is part of key action 4.2 ‘develop new I.T. systems that integrate asset management’. The ability is already in place to check manually across HSMS & CHR, which enables identification of adapted properties prior to matching. Page 42 of 272
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PRIORITY 1: WE WILL DELIVER THE HOMES NORTH LANARKSHIRE NEEDS TO GROW STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2023/24 UPDATE 2024/25 TIMESCALE LEAD STATUS PROGRESS UPDATE CHALLENGES Develop interactive smart home standard for use in new build homes New standard developed 2020 - in development See progress update 2022/23 New Supply Blue On-going determination to be expanded with other services to complete. New Supply supporting the Commsworld connectivity roll-out, by nominating appropriate sites as potential pilots - Glenacre Drive pilot site was completed in April 2024. Support / direction from other services required to develop an NLC- wide standard that meets the needs of all service areas. Ensure digital infrastructure in new homes supports telecare and telehealth Ensure access to high-speed broadband N/A Installed FTTP & CAT5e as standard in 2023/24 new builds Installed FTTP & CAT5e as standard in 2024/25 new builds Ongoing to install FTTP & CAT5e as standard in all new build homes New Supply FTTP & Cat5e cabling installed as standard in all new developments. Page 43 of 272
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PRIORITY 1: WE WILL DELIVER THE HOMES NORTH LANARKSHIRE NEEDS TO GROW STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2023/24 UPDATE 2024/25 TIMESCALE LEAD STATUS PROGRESS UPDATE CHALLENGES Pilot Smart Homes technologies at Kerr Grieve Court Pilot complete 2020 - in development 2022/23 Housing Solutions/ Investment Grey Smart homes technology was showcased in Allershaw technology flat rather than Kerr Grieve due to COVID-19 pandemic and there was limited potential tenant uptake in Kerr Grieve. 200 iPads/Chrome books were secured for the residents at Kerr Grieve via Connecting Scotland. Further considerations were given to the potential ethical issues involved in the provision of standard packages of technology in older people’s housing, in line with the council’s approach to technology provision, which renders this action no longer applicable at this stage. Impact of COVID- 19. Limited uptake from tenants. Ethical issues associated with standard packages of technology which relate to unnecessary collation and monitoring of information. Page 44 of 272
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PRIORITY 1: WE WILL DELIVER THE HOMES NORTH LANARKSHIRE NEEDS TO GROW STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2023/24 UPDATE 2024/25 TIMESCALE LEAD STATUS PROGRESS UPDATE CHALLENGES Review policy for adapting unsuitable properties Review complete N/A Joint Working Group established, and options paper produced See progress update 2021/22 Housing Solutions/ Housing Investment/ Repairs & Maintenance Green Joint Working Group was established in 2023 with representation from Housing Solutions, Property and HSCP. A review was completed with an options paper and action plan. Training has been delivered to IEAS staff in January 2025. IT development work links to action 4.2 and the implementation timescales of new integrated housing management system. Page 45 of 272
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KEY ACTION 1.4 Help reshape and repopulate our town centres Identify and progress key regeneration projects Invest at least £14m in key town centre Ambition projects, with a particular focus on residential development and conversion N/A £14.94m committed during 2023/24 to progress town centre regeneration, with over £34m invested since 2019/20 See progress update 2025/26 City Deal & Regeneration Green Significant progress has been made to date with Town Visions now in place for all 8 town centres across North Lanarkshire. Town Action Plans (TAPs) have been developed and approved for 6 towns. Major town centre projects are progressing such as the redevelopment of Cumbernauld town centre and the establishment of a Neighbourhood Board in Coatbridge to deliver the £20m Plan for Neighbourhoods. £44m has been invested in key town centre projects since 2019/20. Various external factors such as the impact of the pandemic on retail sector and costs of materials; construction costs due to rising inflation across the UK economy. A key challenge is managing owner’s expectations around property/land value, ensuring best value is achieved. NLC continues to engage with property and landowners to acquire buildings/land which are strategically aligned with our redevelopment plans. Page 46 of 272
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PRIORITY 1: WE WILL DELIVER THE HOMES NORTH LANARKSHIRE NEEDS TO GROW STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2023/24 UPDATE 2024/25 TIMESCALE LEAD STATUS PROGRESS UPDATE CHALLENGES Deliver and enable new homes in town centre and edge of town centre location Contribute to all-tenure target for housing in the town centre 2019/20 – 112 town centre completions (30 NLC and 82 RSL) 2023/24 – 29 town centre completions (29 RSL) 2024/25 – 105 town centre completions (92 NLC and 13 RSL) 2022/23 New Supply Green At 31st March 2025, 915 homes delivered by council and housing associations in or on the edge of town centres since April 2019/20 (homes on 'edge of' town centre sites within 10- minute walk of town centre boundary). Identification of town centre sites, utilities and market price increases. Greater site constraints within town centre locations. PRIORITY 2: WE PROVIDE HIGH-QUALITY, WELL-MAINTAINED HOMES STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2023/2024 UPDATE 2024/25 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES KEY ACTION 2.1 Deliver planned and cyclical maintenance programme Complete annual gas safety checks at all gas-fuelled homes 100% 2019/20 - 100% compliance 100% compliance 100% compliance Ongoing Repairs & Maintenance Green 100% compliance for 2024/25. Page 47 of 272
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PRIORITY 2: WE PROVIDE HIGH-QUALITY, WELL-MAINTAINED HOMES STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2023/2024 UPDATE 2024/25 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES Ensure all homes are periodically tested for electrical safety 100% of properties have a test within previous 5 years 2019/20 - 100% compliance 99.40% compliance 99.29% compliance Ongoing Repairs & Maintenance Green 99.29 % compliance as at 31/3/2025. The remaining properties are made up of properties in abeyance, sitting at void or due for demolition. KEY ACTION 2.2 Ensure our homes are fire safe and meet new legislative requirements Inspect high- risk properties (retirement housing complexes, supported accommodatio n, towers) and take remedial action as necessary 100% annual inspection 2019/20 - 100% compliance See progress update See progress update Ongoing Investment Green Fire Risk Assessments for high-risk properties including towers and retirement housing progressed by in-house HS team & issued on a monthly basis. No Investment actions for towers to date, and actions in sheltered complexes are being programmed. Install fire and smoke alarms in homes in accordance with new legislation 100% completion 2019/20 - 17 towers and 9,042 homes complete 2021/22 Investment Blue Programme complete in 2022/23. Page 48 of 272
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PRIORITY 2: WE PROVIDE HIGH-QUALITY, WELL-MAINTAINED HOMES STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2023/2024 UPDATE 2024/25 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES Install fire stopping in all towers not earmarked for demolition in Phase 1 of tower strategy 100% completion 2019/20 - 17 towers complete Programme Complete – 2022/23 Programme Complete – 2022/23 2021/22 Investment Blue Programme complete. Tenant non-access for initial installations and in operation damage to doors. Install sprinkler systems in all towers 100% completion 2019/20 - 1 tower complete in Birkshaw Tower 2023/24 - 8 2024-25 – 13 in total 2024/25 Investment Green 13 towers completed at 31st March 2025. anticipated that a further 2 towers will be completed by 2025/26 in Elvan Tower and Calder Tower. A review of programme undertaken due to increasing costs and other fire safety measures being installed and programme has been slowed down. Tenant non-access, material and labour shortages as well as increasing costs affecting industry. Page 49 of 272
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PRIORITY 2: WE PROVIDE HIGH-QUALITY, WELL-MAINTAINED HOMES STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2023/2024 UPDATE 2024/25 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES Survey all low- rise blocks and take remedial action as necessary to ensure they are fire safe 100% completion N/A See- progress update See progress update 2023/24 Investment Orange A survey programme is in development to assess the fire safety works required in low rise blocks across the authority that are in scope of the Scottish Government criteria for FRAs being required (11m+). There is a risk to the timescales for 100% completion due to a number of impacting factors including access, owner occupier engagement and access to materials. A small Fire doors programme started to low rise properties above 11m in height commenced in 2024/25 in Coatbridge and is now complete. An expanded programme is being developed and will be commenced in Q3 25/26. Access, owner occupier engagement and access to materials. Page 50 of 272
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PRIORITY 2: WE PROVIDE HIGH-QUALITY, WELL-MAINTAINED HOMES STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2023/2024 UPDATE 2024/25 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES KEY ACTION 2.3 Invest in high-quality homes Deliver 5-year capital programme • Planned spend of £295m including: • £77.1m on new roof and render • £50.5m on heating • £16.1m on home safety and security • £10.2m on kitchens and bathrooms 2020 - 5-year capital programme adopted £13.587m spent on roofing and external wall insulation; £6.3m spent on gas heating; £0.9m spent on electric heating and ASHP; £2.115m spent on kitchens and bathrooms; £0.826m on home security; £5.9m on renewables; £8.3m on triple glazed windows. £12.353m spent on roof and render; £7.2m on heating; £2.114m on kitchens and bathrooms; £0.826m on controlled door entry; £5.8m on Solar PV; £8.316m on triple glazed windows; £0.7m on loft and cavity insulation. 2025/26 Investment Green Year 2, 3 & 4 (2022/23, 2023/24, 2024/25) of 5- year plan achieved full outturn. 2025/26 programme approved in February 2025 for a capital budget of £86m planned. Overall, 5-year programme was affected by COVID, material labour shortages, and cost increases. Contractor availability and increasing costs continue to affect programme Develop and review 30-year capital investment programme 30-year capital investment periodically reviewed N/A 2021/22 Investment Blue Programme updated in September 2024 As above plus potential impact of the cost of achieving Net Zero. Page 51 of 272
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PRIORITY 2: WE PROVIDE HIGH-QUALITY, WELL-MAINTAINED HOMES STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2023/2024 UPDATE 2024/25 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES Re-clad some of our Tower blocks Number TBC 2019/20 - 0 complete See progress update Contract awarded for 2 towers to be overclad in 25/26 to 26/27 2025/26 Investment Green On Track. Design work for over cladding of further 2 towers has commenced. Grenfell report and Central Government Fire Safety Bill. The Cladding Remediation Bill Upgrade our linked corridor retirement complexes Programme developed N/A Detailed design being prepared See- progress update 2024/25 Investment Green Detailed design has been complete, tenant engagement has been undertaken and included in the design. Tender issued and being assessed for a projected start date at Phyllis Jane Court of Q1/2025/26 Market changes including Inflation and resource availability. KEY ACTION 2.4 Tackle challenges in mixed tenure estate Develop Owner Engagement Approach & Training Training developed N/A 2022/23 Investment/ Private Sector Blue Complete. Training module on LearnNL for staff and elected members on owner engagement scenarios including simple encouragement to full enforcement. Page 52 of 272
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PRIORITY 2: WE PROVIDE HIGH-QUALITY, WELL-MAINTAINED HOMES STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2023/2024 UPDATE 2024/25 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES Review options for addressing disrepair and lack of maintenance, including developing disposals policy Review complete N/A Policy implemented in 2022/23 (see progress update) 2022/23 Investment/ Private Sector/ Business Solutions Blue Complete in 2022/23. Policy implemented in 2022/23 that enables the last owner occupier in mixed tenure blocks to sell their home to the council and reside as a tenant to help address mixed tenure disrepair and maintenance issues. PRIORITY 3: WE TACKLE CLIMATE CHANGE AND FUEL POVERTY STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2023/2024 UPDATE 2024/25 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES KEY ACTION 3.1 Meet the Energy Efficiency Standard Develop 'route map' for EESSH compliance Route map developed and agreed 2020 2020 - consultants commissioned Briefing notes on Net Zero/EESSSH See progress update 2021/22 Investment Blue Report on Net Zero requirements completed 2021. Report on EESSH 2 requirements to achieve Page 53 of 272
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PRIORITY 3: WE TACKLE CLIMATE CHANGE AND FUEL POVERTY for Social Housing post-2020 for Net Zero report compliance prepared compliance by 2032 complete and received. Briefing notes on Net Zero/EESSH compliance were prepared for senior management outlining cost and required works. Homes meet EPC D by interim target date Homes meet EPC D by interim target date 100% compliance, excluding exemptions or abeyances 99.5% 99.4% 2024/25 Investment Green As of April 25 – 99.4% compliance. This is lower than last year due to increased alignment with the Scottish EPC register. Surveys are being carried out to E, F & G properties to confirm banding and remedial action for compliance. Enable energy efficiency improvements to Council stock through EES: ABS Enable energy efficiency improvemen ts to Council stock through EES: ABS 2019/20 - 94 Council homes upgraded, enabled through EES: ABS funding for 222 private properties £1.6m £1.5m claimed Annual Investment Orange £1.5m claimed for 2024/25. Challenges on gaining agreement for the works continuing. Funding allocated for 2025/26 - £2.9million. Bid submitted to Scottish Housing Net Zero Heating Fund for £273,325 for works to amenity housing Ensuring all owners agree to the works in mixed tenure blocks to ensure they can be undertaken in full blocks. Landlords who own three or more rental properties are not eligible for EES: ABS funding which can result in Page 54 of 272
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PRIORITY 3: WE TACKLE CLIMATE CHANGE AND FUEL POVERTY common properties not moving forward. KEY ACTION 3.2 Increase the number of homes fuelled by low carbon sources Develop new low-carbon homes including trialling new technologies on new build sites To deliver pilot low- carbon developmen t utilising air source heat pumps, solar photovoltaic panels and battery storage 2019/20 - plans in development 2023/24 - 8 low carbon (net zero) homes completed 2024/25 – 48 low-carbon homes completed 2023 New supply Blue At 31st March 2025, 67 low-carbon homes completed since March 2023. Dykehead Road (19) featuring air source heat pumps, solar PV and battery storage. Brandon Street (48) featuring ground source heat pumps and solar PV. All new homes with building warrants after April 2024 must include non-direct emission heating system. Costs associated with new technologies (labour and materials). Install renewable technologies to existing homes as part of EESSH2 programme To be confirmed in Housing Energy Strategy 950 Solar PV panel arrays installed to homes See progress update Ongoing Investment Green Solar PV panel installation programme to increase in 2024/25 with over 1000 properties planned for installations. Costs of such technologies for mainstream programmes. Due to rising utility costs, tenants now unlikely to see reduction in previous fuel bills. KEY ACTION 3.3 Secure funding and develop partnerships to maximise impact Apply for and attract funding for projects which will provide low- carbon heat, improve energy Funding secured Funding secured where available 2019/20 – £154,500 allocation from Decarbonisati on Fund; SG Social Housing Net Zero Heat Fund £1.96m grant claimed and spent Ongoing All Green In partnership with West Dunbartonshire Council, £150,000 of funding from Scottish Enterprise secured at April 2024 to go to the market for innovative new solutions Page 55 of 272
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PRIORITY 3: WE TACKLE CLIMATE CHANGE AND FUEL POVERTY efficiency or tackle fuel poverty £35,000 spent due to Covid for new renewable heating options for flats. In May 2024, SHNZF application for 2024/25 - NLC and Abronhill Housing Association unsuccessful. Investment plan for NLC being reassessed and AHA asked if they can fully fund the proposed scheme in relation to their properties. Develop strategic partnerships to innovate and deliver on our ambitions Partnerships developed with other services and external partners 2019/20 – Sustainable Housing Group established to engage with external agencies Ongoing Ongoing Ongoing Business Development & Support/All Green HAMP Steering Group oversees strategic partnerships and priorities and work being undertaken to broaden and develop partnerships to innovate and deliver on our ambitions. Improve connections to Active Travel routes and contribute to delivery of the Council's Active Travel Strategy All new developmen ts will link to Active Travel connections, where feasible 2021 - revised specification for contractors prepared Active travel to be integrated into all future new-build design approaches Active travel to be integrated into all future new- build design approaches Ongoing New Supply Green Active Travel is now integrated into all future design approaches with ongoing engagement between City Deal & Regeneration, Greenspace and New Supply. Cycle storage and cycle paths incorporated within Site constraints, including topography, available land/space, existing infrastructure, boundaries and third-party ownership. Page 56 of 272
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PRIORITY 3: WE TACKLE CLIMATE CHANGE AND FUEL POVERTY new build housing design strategy. PRIORITY 4: WE IMPROVE OUR SYSTEMS AND OUR USE OF DATA STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2023/2024 UPDATE 2024/25 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES KEY ACTION 4.1 Deliver Digital NL programme to transform customer engagement Achieve efficiencies and improve service through automation and digitisation Achieve efficiencies and improve service through automation and digitisation Complete ‘Digital Sprints’ ASB reporting Rents online all live during 2023/24 2022-23 Business Development & Support Blue Complete. The Digital Sprints (i.e., online diaries and tablets) - Anti-Social Behaviour reporting now live and Rents online live from November 2023. Scope of works potentially underestimated. Limited Resources or same resource required over a number of workstreams. Migrate performance reporting on to new platform Review processes and procedures and N/A Work continued to develop reporting using Power 2021/22 Business Development & Support Blue Complete. Progress in terms of automation of the data from HSMS & CHR Page 57 of 272
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PRIORITY 4: WE IMPROVE OUR SYSTEMS AND OUR USE OF DATA STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2023/2024 UPDATE 2024/25 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES integrate with Business Intelligence Hub and PowerBI BI across the service area however shelved for investment due to way data is stored through Synapse is continuing to allow the current reports to be published. Power BI cannot currently be utilised to take forward investment performance data due to limitations with the structure of the investment data. Training on Power BI is required for BDS staff. KEY ACTION 4.2 Improve systems and processes to enable integrated asset management approach Develop new IT system which integrates asset and housing management System developed and in use N/A See progress update See progress update 2023/24 Business Development & Support Green A contract award was made in December 2024. Mobilisation of contract commenced January 2025 with initial workshops and discovery sessions planned. Full implementation by March 2027. Implement support data repository for Repository developed N/A 2021/22 Business Development Blue Complete in 2021/22. See 4.2 above in terms of establishing Page 58 of 272
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PRIORITY 4: WE IMPROVE OUR SYSTEMS AND OUR USE OF DATA STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2023/2024 UPDATE 2024/25 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES asset information and surveying programmes and implemented & Support/ Investment Confirm to remain as a repository until new Housing Asset system procured refer to 4.2 above. long term solution requirements. Review performance management framework to ensure reporting, audits etc. is effective and aligns with HAMP priorities Review complete and recommend ations implemented N/A 2021/22 Business Development & Support Blue Complete New improvement frameworks introduced which include Senior Management Strategic overview to review & determine priorities utilising performance information and recommending areas for audit. Audit Plans for both Housing and Projects in place and reviewed regularly to align to areas of priority and risk. Some resource issues meant some audits were delayed, however remapping ongoing in line with areas of risk and priority. KEY ACTION 4.3 Make better use of data to drive investment decisions Carry out research to better identify future demand, making use of available demographic, economic and Research programme developed and completed N/A Demand and pressure analysis completed Demand and pressure analysis completed Ongoing Business Development & Support Green Pressure analysis undertaken annually, and research requirements identified via LHS key actions. Work progressed on research surveys. The annual demand and Page 59 of 272
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PRIORITY 4: WE IMPROVE OUR SYSTEMS AND OUR USE OF DATA STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2023/2024 UPDATE 2024/25 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES housing market data pressure analysis for 2023/24 was completed in September 2024 and 2024/25 will be due for completion in September 2025. Implement 'RAG' modelling to identify and develop solutions to 'cause for concern' stock RAG model implemente d and reviewed for effectiveness N/A See progress update A working group to be established on housing management and asset data requirements. See progress update Ongoing Business Development & Support Green New housing I.T system procured which will consider this going forward. Improve our understanding of tenants’ aspirations for their homes Carry out research to identify tenants’ priorities for investment N/A 2022/23 Business Development & Support Blue Complete in 2022/23. Report produced on Tenants’ Aspirations for Housing Investment through NL Federation of Tenants’ and Residents’ Consultation and Tenants' Survey. KEY ACTION 4.4 Identify technology requirements Contribute to Technology N/A 2021/22 Business Development & Support Blue Complete in 2021/22. Page 60 of 272
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PRIORITY 4: WE IMPROVE OUR SYSTEMS AND OUR USE OF DATA STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2023/2024 UPDATE 2024/25 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES Support development of the Enterprise Strategic Commercial Partnership for all asset management related activities workstream for ESCP tender High level narrative completed for SPD stage. Technology requirements completed including current contract mapping, current integrations, future proofing and ensuring alignment to digital and included in the tender documents. Identify requirements for asset-based activities including investment, new supply and repairs and maintenance Contribute to all relevant workstreams for Enterprise Project tender N/A Completed in 2024/25 2021/22 Investment/ New Supply/ Repairs & Maintenance Blue Enterprise contract was awarded in July 2024 Page 61 of 272
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref PH/JS/GA Date 27/08/25 Strategic Housing Investment Plan 2026/27-2030/31 From Pamela Humphries, Chief Officer (Place) E-mail ansarig@northlan.gov.uk Telephone Gavin Ansari, Senior Development Co- ordinator, 07583 082543 Executive Summary The purpose of this report is to seek approval for projects to be included within the next Strategic Housing Investment Plan (SHIP) 2026/27 – 2030/31 which will be submitted to the Scottish Government by 31 October 2025, subject to approval. Recommendations It is recommended that the Housing Committee: 1) Endorse the projects previously approved that have been included within the new SHIP, as outlined in Appendix 1. 2) Approve the new projects for inclusion within the SHIP as outlined in Appendix 2 and in section 2 of this report. 3) Note that the SHIP will be submitted to the Scottish Government by the due date of 31 October 2025 subject to approval at this committee. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth Programme of Work Transforming Places Item 4 Page 63 of 272
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1. Background 1.1 The Strategic Housing Investment Plan (SHIP) identifies affordable housing investment priorities that support the achievement of Local Housing Strategy objectives. It is prepared by the council and submitted to the Scottish Government each year and covers a five-year period. The SHIP forms the basis of the Scottish Government’s Affordable Housing Supply Programme that funds new affordable housing in the area by the council and Registered Social Landlords (RSLs). 1.2 The deadline for the SHIP 2026/27-2030/31 is 31 October 2025. The SHIP will, therefore, be prepared and submitted to the Scottish Government in accordance with the published guidance. 1.3 In 2024/25, the council’s New Supply Programme delivered 278 new-build properties and 92 acquisitions via the Open Market Purchase Scheme, continuing the strong performance of the programme in recent years. Registered Social Landlords (RSLs) also completed a total of 81 new build properties in 2024/25, with a total of 451 new affordable homes delivered across North Lanarkshire. It is projected that approximately 260 homes will be delivered by the council and RSL partners in 2025/26. In addition, approximately 410 homes are scheduled to begin construction during this financial year. 1.4 North Lanarkshire’s Affordable Housing Supply Programme Budget allocation for financial year 2025/26 has been confirmed as £33.655m, returning funding to 2023/24 levels. The current year allocation includes North Lanarkshire’s share of specific funding for strategic acquisitions, which equates to £783k. This additional funding will be utilised to support the council’s Open Market Purchase Scheme. The budget allocation for 2026/27 has not been confirmed and will be subject to future budget decisions by the Scottish Parliament. 2. Report 2.1 A number of previously approved projects are due to progress during the period 2026/27-2030/31 and are included within the new SHIP. These projects are set out in Appendix 1. It should be noted that a number of projects that were previously approved are no longer included in the SHIP, due to either site viability or scheduled completion of homes expected during this financial year. These projects are set out in Appendix 3. 2.2 All local RSL partners were invited to submit projects they wished to be considered for inclusion within the new SHIP. All potential projects, including the council’s own new build projects, were evaluated in terms of their deliverability and contribution to Local Housing Strategy priorities. The new projects proposed for inclusion within the SHIP for the period 2026/27-2030/31 are outlined in Appendix 2 of this report. In addition, the Affordable Housing Supply Programme also supports the acquisition of homes from the open market, which helps to increase the supply of affordable housing and meet housing need. 2.3 The delivery of projects within the Affordable Housing Supply Programme is subject to project viability, available funding and approval by the Scottish Government. The projects proposed for inclusion in the SHIP are estimated to require approximately £209m in grant funding which is 24% above the estimated resource allocation for this period, assuming the 2025/26 allocation is replicated in future years, as outlined in section 1.4 above. There is therefore a risk that not all projects identified can be funded Page 64 of 272
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within the 2026/27-2030/31 timescale. However, the programme will be regularly reviewed, and projects phased to take account of available resources. The council / RSL partners may also opt to front fund projects and receive subsidy at a later date. It is also likely that some sites may not be economically viable and will not be able to progress. 2.4 The planning and delivery of the Affordable Housing Supply Programme is the subject of on-going dialogue with the Scottish Government, with regular liaison meetings with the More Homes Division to manage and monitor the programme. 3. Measures of success 3.1 The approval of the SHIP will help the council meet its new supply targets within the Local Housing Strategy and will contribute to meeting local housing need. 4. Supporting documentation Appendix 1 Strategic Housing Investment Plan 2026/27-2030/31 – Previously Approved Priorities Appendix 2 Strategic Housing Investment Plan 2026/27-2030/31 – New Priorities Appendix 3 Strategic Housing Investment Plan 2026/27-2030/31 – Removed Priorities (Previously Approved) Pamela Humphries Chief Officer of Place Page 65 of 272
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The development of new affordable housing contributes to reducing inequalities through the provision of good quality, energy efficient and accessible homes to meet housing need. 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 Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Affordable Housing Supply Programme is administered by the Scottish Government and provides grant funding for the council’s and RSL partners’ new build programmes. The proposed projects to be included within the SHIP 2026/27-2030/31, as set out in Appendices 1 and 2 of this report, include all council new build sites approved by committee for development. North Lanarkshire’s Affordable Housing Supply Programme Budget allocation for financial year 2025/26 has been confirmed as £33.655m. Future years’ budgets have not been confirmed. 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 and Organisational Development? 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 Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The proposals support the council’s strategic priorities and Local Housing Strategy priorities. The proposals also help the council meet its equalities obligations as the Page 66 of 272
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new affordable housing will include purpose-built housing to meet particular needs and all properties will be built to Housing for Varying Needs standards making them more accessible for anyone with a mobility difficulty. 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 technology, has an assessment been carried out (or scheduled) 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? In terms of the environmental impact, the SHIP has been considered through the Strategic Environmental Assessment (SEA) as required by The Environmental Assessment (Scotland) Act 2005 and there are no major issues of relevance identified. The new homes will be built to modern standards and as a result be more energy efficient, contributing to the reduction in CO2 emissions. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? There is a risk that the projected timescales for sites included in the Strategic Housing Investment Plan may slip or that some sites may not be viable which could result in a Page 67 of 272
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loss of potential available funding for the area. However as outlined in section 2, this risk is mitigated through the on-going review of the programme and inclusion of new projects where appropriate. A slippage allowance is also built into the programme to allow projects to be brought forward to help maximise spend each year. There is a risk that not all projects identified can be funded within the 2026/27-2030/31 timescale. However, the programme will be regularly reviewed, and projects phased to take account of available resources, and the council / RSL partners can opt to front fund projects and receive subsidy at a later date. The planning and delivery of the Affordable Housing programme is the subject of on-going dialogue with the Scottish Government to ensure effective delivery and to maximise investment in North Lanarkshire. 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. The council’s New Supply programme previously partnered with Veterans Housing Scotland to deliver housing for Armed Forces Veterans and the current SHIP process supports and encourages new affordable housing for Veterans. 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 ☐ The Council’s Strategic Housing Investment Programme is linked to North Lanarkshire Council’s Local Housing Strategy 2021-2026 which identifies the need to support young peoples’ entry into housing where a Children’s Rights and Wellbeing Impact Assessment was undertaken in March 2021. A CRWIA screening is also undertaken for the Strategic Housing Investment Plan on an annual basis. This is published on the council’s website: Child Rights & Wellbeing Screening SHIP 25.26.pdf Page 68 of 272
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Appendix 1 Strategic Housing Investment Plan 2026/27-2030/31 Previously Approved Priorities Project Developer No. of Units Bellaville Grove, Chryston CVHA 24 Chryston Bowling Club, Chryston CVHA 18 East Avenue, Carfin CVHA 33 Caledonian Road, Wishaw Link 21 Gartloch Road, Gartcosh Link 22 1-13 Bank Street, Coatbridge NLC 16 4 Wishaw Town Centre Sites (Caledonian Road, Graham St, King St, Stewarton St), Wishaw NLC 51 Castlehill Road, Wishaw (Phase 2) NLC 100 Coats Street (Former Jackson Court), Coatbridge NLC 56 Coshneuk Road, Millerston, Stepps NLC 17 Coursington, Draffan Street, Motherwell NLC 84 Cumbernauld South Community Growth Area – Phases 1-3 (AHP) NLC 75 Dalzell Drive, Motherwell NLC 24 Dunbeth, Coatbridge NLC 114 Dunottar Avenue, Shawhead, Coatbridge NLC 100 Elm Crescent (Former Muirpark Care Home), Viewpark NLC 24 Gartlea Road (Coats House), Airdrie NLC 28 Glasgow Road (Former Cumbernauld Village PS), Cumbernauld NLC 8 Hattonrigg Road, Bellshill NLC 20 Hill Street (Former St Mary’s PS), Caldercruix NLC 25 Hope Street (Former Masonic Hall), Motherwell NLC 10 31-33 Kildonan Street (Former Portland HS), Coatbridge NLC 16 Kildonan Street (Former Municipal Buildings), Coatbridge NLC 43 Laburnum Road, Viewpark NLC 26 Main Street (Anvil Block), Wishaw NLC 32 Main Street, Coatbridge NLC 49 Main Street (Former Police Station), Glenboig NLC 7 Marnoch, Glenboig NLC 30 Millcroft Road, Cumbernauld NLC 72 Motherwell Town Hall, Hamilton Road, Motherwell NLC 20 Newton Drive (Former St Brigid’s PS), Newmains NLC 35 Open Market Purchase Scheme / Empty Homes Purchase Scheme NLC 400 Page 69 of 272
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Prospecthill Road, Ravenscraig NLC 48 School Street (Former Columba HS), Coatbridge NLC 127 Tay Street (Former Pentland PS), Coatbridge NLC 16 Heathfield Farm, Gartcosh Sanctuary 25 St Mungo’s Road (Former HMRC), Cumbernauld Sanctuary 184 Reema Road, Bellshill Trust 48 Total 2,048 Key AHP – Affordable Housing Policy site (off the shelf purchase) CVHA – Clyde Valley Housing Association NLC – North Lanarkshire Council Page 70 of 272
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Appendix 2 Strategic Housing Investment Plan 2026/27-2030/31 New Priorities Project Developer No. of Units Strategic Open Market / Empty Home Purchases Abronhill HA 5 East Stewart Gardens, Coatbridge (conversion) Bield 5 Main Street, Holytown (Phase 2) CVHA 21 Strategic Open Market / Empty Home Purchases CVHA 50 Burngreen, Kilsyth NLC 10 Open Market Purchase Scheme / Empty Homes Purchase Scheme (2030/31) NLC 100 Loanhead Road, New Stevenson Trust 45 Henderson Street (Former Dundyvan Church), Coatbridge Wheatley 44 Total 280 Key CVHA – Clyde Valley Housing Association NLC – North Lanarkshire Council Page 71 of 272
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Appendix 3 Strategic Housing Investment Plan 2026/27-2030/31 Removed Priorities (Previously Approved) Key CVHA – Clyde Valley Housing Association NLC – North Lanarkshire Council Project Developer Status No. of Units Mill Loan, Airdrie CVHA Complete 16 Overtown Primary School, Overtown CVHA Due to Complete 17 South Circular Road (Former DWP Building), Coatbridge NLC No Longer Proceeding 39 Thorn Road, Bellshill NLC Due to Complete 26 Abernethyn Road, Newmains Places for People Due to Complete 45 Lennox House, Lennox Road, Cumbernauld Sanctuary Due to Complete 44 Bank Street (Former United Reform Church), Coatbridge Wheatley Due to Complete 17 Constarry Road, Croy Wheatley Complete 15 Total 219 Page 72 of 272
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref PH/JS Date 27/08/25 Millcroft Road, Cumbernauld - Regeneration Project From Pamela Humphries, Chief Officer (Place) E-mail stevensonjam@northlan.gov.uk Telephone James Stevenson Housing Development Manager, 07583098631 Executive Summary This report provides an update to Committee on the regeneration of 1–103 and 2–204B Millcroft Road, Cumbernauld, including the recent confirmation of the Compulsory Purchase Order, the voluntary acquisition strategy and the rehousing strategy. Recommendations It is recommended that the Housing Committee: (1) Review the report’s contents and acknowledge the progress of the Millcroft Road Regeneration Project. (2) Acknowledge the recent confirmation of the Compulsory Purchase Order, following conclusion of the Scottish Government Public Inquiry. (3) Acknowledge the strategy for property acquisition and rehousing of the existing residents, in line with prior committee approval. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth Programme of Work Transforming Places Item 5 Page 73 of 272
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1. Background 1.1 Constructed in the 1960’s, the housing at Millcroft Road (1–103 and 2–204B), comprising blocks C, D and E, includes 169 flats, along with 60 lock-up garages. The site is characterised by complex title conditions and a high proportion of absentee landlords. Of the 169 flats, 94 landlord-owned, 50 are vacant, 5 are owner-occupied, and 20 are now owned by the council. Notably, 19 of the council-owned flats were acquired voluntarily in 2023 to support relocation of owner occupiers to new-build homes provided by Sanctuary Housing Association at Burns Road, Cumbernauld. 1.2 Due to the absence of factoring arrangements over many years, the blocks deteriorated significantly, with little or no maintenance carried out. As a result, the condition of the common areas and individual properties fell below acceptable standards, leading to poor living conditions for residents. This decline, compounded with complex title conditions that made fulfilling maintenance obligations difficult, has left the blocks in a visibly poor state to this day. 1.3 Since 2010, the council has pursued a range of interventions to address challenges in the private housing situation, driven by the negative impact of the current development on Carbrain residents, the wider community, and Council services such as environmental health. These efforts have included collaboration with the resident’s association, signposting to factoring advice, removal of fly tipping, and the enforcement of essential common area repairs through maintenance orders. 1.4 Following an options appraisal presented to the Housing & Social Work Committee on 2 February 2017, it was concluded that pursuing a Compulsory Purchase Order (CPO) was the only long-term, sustainable solution, and the method of last resort, to enable demolition of the properties and redevelopment of the site. This approach was supported by the majority of owners who participated in the consultation. 1.5 On the 2nd of November 2021, the Housing & Regeneration Committee granted approval for the council to proceed with both the Compulsory Purchase Order and redevelopment phase of the project, including demolition and new build. This followed the withdrawal of Sanctuary Housing Association, who were originally intended to lead the development, in 2017. 1.6 The Compulsory Purchase Order was submitted to the Scottish Government in March 2023 and received objections from two landlords, triggering a statutory public inquiry in the form of a Hearing. This process extended over a year, significantly delaying the delivery programme. In January 2025, the council was notified that the CPO had been confirmed without condition. 1.7 As part of the justification for the CPO, the Council, acting as the acquiring authority, was required to demonstrate to the Scottish Government that the project could be delivered if approved. This requirement was met through the successful securing of planning approval for the new-build development element in October 2024, providing assurance that the regeneration proposals were viable and deliverable. 1.8 Following confirmation of the CPO, the project team is progressing through the next phase of delivery: the voluntary / compulsory acquisition of properties and the rehousing of existing residents. This approach aims to maximise the number of properties secured with vacant possession, enabling full site assembly and paving the way for demolition and new build. Page 74 of 272
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2. Report 2.1 The Compulsory Purchase Order (CPO) was confirmed without modification by Scottish Government Ministers on the 29th of January 2025. All affected parties - including owners, landlords and residents - were notified of the outcome in February 2025 via the quarterly newsletter, followed by a statutory legal notice served by recorded delivery in March 2025. The Council continues to engage with all affected parties through the dedicated New Supply project team. 2.2 The New Supply project team is working in close collaboration with residents, landlords, Housing Services and local housing associations to enable communication and identify appropriate rehousing options. All 149 remaining owners have been identified and remain in contact with the council. To date, 41 households have registered on the Common Housing Register to pursue rehousing through this pathway. Table 1 below provides a breakdown of ownership and previous acquisitions within the blocks: Table 1 Properties previously acquired 20 Owner Occupied Properties 5 Landlord Owned & rented Properties 94 Empty Properties 50 Total 169 2.3 To progress property valuations, the council has appointed the District Valuer Service (DVS) to act on its behalf, overseeing property valuations and leading negotiations related to the offers. The DVS provide independent, impartial valuation and professional property advice for public sector partners. 2.4 The District Valuer Service (DVS) has completed in person assessment of the majority of the flats, provided up-to-date market valuations and submitted 12 offers to respective owners for consideration, with the remaining balance to follow within the coming period. To date, in the region of 60 of the remaining 149 property owners have actively expressed interest in selling their properties to the council on a voluntary basis. The expectation is that this number will increase as the programme of valuation and engagement via the DVS continues. 2.5 Following conclusion of the voluntary acquisitions, the council will exercise its compulsory purchase powers and serve appropriate notices to advise owners of its intention to use a General Vesting Declaration procedure to take ownership of the properties on a date to be specified in the notices (known as the Vesting Date). The vesting date has still to be determined but must be within 3 years of the CPO being confirmed. Owners will then apply to the council to receive their statutory compensation. Should they wish to dispute the compensation this would be dealt with by the Lands Tribunal for Scotland. The vesting date will be aligned with the rehousing strategy summarised below. 2.6 Alongside the ongoing voluntary acquisition process, the Council is actively rehousing residents who occupied the affected Millcroft Road properties at the time the CPO notice was served, in accordance with statutory guidance. Following Committee approval in August 2022, priority points under the ‘demolition’ category were allocated to these residents to support their rehousing needs post-CPO confirmation. The rehousing strategy, which outlines the prioritisation framework for affected households, was submitted as a key justification document with the CPO. In line with CPO guidance acquiring authorities must prioritise mitigating the risk of homelessness when acquiring residential properties. Page 75 of 272
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2.7 Following conclusion of the acquisition and re-housing process, the council will arrange for the demolition of the blocks highlighted in appendix 1. Intrusive surveys will be carried out over several months followed by a procurement exercise to determine the most appropriate contractor to undertake the demolition works, which are currently programmed to commence in 2027. Once the site is cleared, site investigations will take place to help inform the foundation strategy for the new build development. 2.8 The proposed new-build development will deliver 72 high quality flatted homes for social rent, including associated car parking and landscaped amenity spaces. The scheme provides a thoughtfully designed, attractive residential environment that meets modern standards for energy efficiency, Housing for Varying Needs (HFVN) and Secured by Design. Planning permission for the development was granted (24/00319/FUL) in October 2024, along with an extended five-year commencement period to reflect the complexity of the acquisition process and the associated rehousing strategy. Completion of the construction phase is expected in 2031. Conclusion 2.9 Significant progress has been made in recent years on the Millcroft Road regeneration project. With the Compulsory Purchase Order now confirmed, the New Supply team is advancing to the next critical phase of the development strategy. This will enable the creation of a fully assembled, cleared site, ready for demolition and subsequent new- build development. 2.10 The future delivery of new-build homes for social rent through the new supply programme will transform the Carbrain landscape, introducing modern, energy-efficient housing that meets current needs whilst increasing supply in an area of high-demand. 3. Measures of success 3.1 Success will be measured by the effective delivery of the Millcroft regeneration project-improving living conditions for re-housed residents, demolishing substandard housing stock, and delivering high-quality social rented homes as part of the new supply programme. . 4. Supporting documentation 4.1 Appendix 1 – Location Plan as Existing 4.2 Appendix 2 – Indicative Proposals for New-Build Development Pamela Humphries Chief Officer (Place) Page 76 of 272
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? An equality impact assessment has been conducted for the CPO and rehousing element of the project. The council will provide support such as translation services and housing advice to property owners and tenants as required. 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 council’s Strategic Housing Investment Plan (SHIP) for 2022/23-2026/27 identifies the reprovisioning of properties at Millcroft Road as a priority. Funding for acquisition of the properties and new build development has been identified within the Affordable Housing Supply Programme (AHSP) which is set out to ensure that the resources are effectively targeted to deliver homes that meet priorities set out in the Local Housing Strategy (LHS). The balance of funding for acquisitions and new-build is to be met from commuted sums acquired by the council’s Affordable Housing Policy and the Housing Revenue Account (HRA). 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 77 of 272
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The proposals reflect the legal advice received, in particular relation to the recent confirmation of the CPO and the onward requirement to serve a General Vesting Declaration (GVD) Notice on the affected parties in due course to conclude the acquisition of the properties. 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? Demolition of the existing buildings will have a carbon impact, however the vast majority on non-hazardous materials will be recycled and reused as building and roads construction materials. 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 communications strategy has been developed which includes establishment of a dedicated project team to ensure that updates are provided to owners, residents and elected members throughout the project duration. Quarterly newsletters are issued via recorded delivery and there is also a dedicated webpage (https://www.northlanarkshire.gov.uk/regeneration-and-investment/investing- housing/millcroft-road-cumbernauld-compulsory-purchase-order) and mailbox available to answer specific queries (millcroftresidentenquiries@northlan.gov.uk). Page 78 of 272
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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? A risk register has been developed to capture and help mitigate potential risks in accordance with Project Management Guidelines. There are a number of risks to the council, including financial risks in terms of overall project costs and the re- housing of owner occupiers and tenants. All risks are recorded on the project and service risk register and reviewed for accuracy at regular intervals. 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). It is understood that there are some children currently accommodated within the blocks of flats. The re-housing strategy ensures that the needs of the household will be taking account of as part of the Housing Options process and pointing of CHR applications. The Millcroft Rd flats currently provide poor living conditions for residents, therefore the provision of re-housing to affected residents, including children, will result in an improvement to their living conditions and associated health and well-being. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 79 of 272
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Appendix 1 – Location Plan as Existing Page 80 of 272
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Appendix 2 – Indicative Proposals for New-Build Development Views from South Carbrain Road Page 81 of 272
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View from External Courtyard Page 82 of 272
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref PH/FD Date 27/08/25 New Supply Programme - Open Market Purchase Scheme From Pamela Humphries, Chief Officer (Place) E-mail dicksonf@northlan.gov.uk Telephone Fiona Dickson Development Officer 07581 034 779 Executive Summary The purpose of this report is to provide an update to the Housing Committee on progress of the Open Market Purchase Scheme (OMPS). The scheme enables acquisition of privately owned properties, with a particular focus on former public sector housing. This report outlines the scheme’s progress, highlighting its benefits and the positive impact it provides by increasing the supply of high-quality homes. Recommendations It is recommended that the Housing Committee: 1) Review the report’s contents and acknowledge the Open Market Purchase Scheme’s performance in helping to increase housing supply and improve stock condition. 2) Acknowledge that a further update will be provided to the Housing Committee in 6 months. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth Programme of Work Transforming Places Item 6 Page 83 of 272
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1. Background 1.1 The purpose of this report is to present an update on the Open Market Purchase Scheme (OMPS), which incorporates the Empty Homes Purchase Scheme (EHPS). The primary objective of the Open Market Purchase Scheme is to contribute to the Council's New Supply programme, by increasing housing supply in areas of demand. 1.2 In 2013, the Council introduced a scheme aimed at acquiring empty homes. The primary objective was to address issues of disrepair and mitigate the negative impact these vacant properties had on surrounding areas. Since its launch, the Empty Homes Purchase Scheme has brought 426 empty properties back into use, reducing the risk of properties sitting empty on a long-term basis. 1.3 In February 2018, Committee approved development of an Open Market Purchase Scheme in addition to the Empty Homes Purchase Scheme. Including the 426 empty homes purchased to date, the OMPS has acquired a total of 890 properties to date and remains an effective method of increasing housing supply. 1.4 In November 2021, the Housing & Regeneration Committee approved the expansion of the OMPS which allows the council to acquire homes that would enable common works to progress in priority blocks and allow the only remaining owner occupier to remain in their property as a council tenant. Twenty-one properties have been purchased via this route to the scheme. 1.5 In August 2022, the Housing & Regeneration Committee approved the further expansion of the OMPS to now consider buying homes from private landlords and allowing the private tenant to remain in the home as a council tenant to help prevent homelessness and increase the council’s housing stock. Sixty-one properties have been purchased via this route to the scheme. 2. Report 2.1 The Open Market Purchase Scheme continues to demonstrate its popularity, with over 3680 applications received to date. Staff also proactively engage with Estate Agents across all areas of North Lanarkshire to identify and secure suitable properties available on the open market. The scheme has experienced a positive start to the year with 45 properties acquired as of 11th August 2025, progressing toward the 2025/26 target of 100 acquisitions. All the purchased properties are former council or Development Corporation properties. A further 21 properties are with Legal for conveyancing. The locations of the properties purchased are outlined below: 2024/25 2025/26 Area Number of Properties Area Number of Properties Airdrie 18 Airdrie 17 Bellshill 7 Bellshill 3 Coatbridge 24 Coatbridge 8 Cumbernauld 4 Cumbernauld 4 Kilsyth 1 Kilsyth 0 Moodiesburn 2 Moodiesburn 0 Motherwell 12 Motherwell 6 Shotts 2 Shotts 2 Page 84 of 272
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Viewpark 3 Viewpark 2 Wishaw 19 Wishaw 3 Total 92 Total 45 2.2 Apartment size by area: 2 Apartment - 1 bedroom 3 Apartment - 2 bedroom 4 Apartment - 3 bedroom 5 Apartment - 4 bedroom Airdrie 2024/25 1 9 8 0 2025/26 0 12 4 1 Bellshill 2024/25 1 5 1 0 2025/26 0 2 1 0 Coatbridge 2024/25 3 8 11 2 2025/26 0 4 2 2 Cumbernauld 2024/25 1 1 2 0 2025/26 1 0 3 0 Kilsyth 2024/25 0 1 0 0 2025/26 0 0 0 0 Moodiesburn 2024/25 1 1 0 0 2025/26 0 0 0 0 Motherwell 2024/25 2 7 2 1 2025/26 1 3 2 0 Shotts 2024/25 0 1 1 0 2025/26 0 1 1 0 Viewpark 2024/25 0 1 2 0 2025/26 0 1 1 0 Wishaw 2024/25 3 10 6 0 2025/26 0 2 1 0 2.3 Of the 45 properties that have been acquired in 2025/26, 3 were classified as long- term empty properties (vacant for six months or more at the time of application), with an additional 11 empty homes (vacant for six months or less at the time of application) also purchased. Twenty-four properties that were purchased were either in use at the time of application or acquired on the open market, with owner-occupiers relocating. Page 85 of 272
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Two properties have been purchased from an owner-occupier within a cottage flat block where the Council already owned all other properties within the block, allowing the owner to remain in their home as a council tenant. Furthermore, 5 properties were acquired from private landlords, allowing their tenants to become council tenants. This approach has played a key role in preventing homelessness by enabling private tenants to remain in their homes when landlords have chosen to sell. Notably, 12% of applications received so far in 2025/26 have been from landlords, reflecting their continued engagement with the scheme and its relevance in the current housing market. The properties acquired in 2025/26 can be categorised by the following acquisition routes: Route to Scheme Total Properties Empty Homes Purchase Scheme (EHPS) 14 Open Market Purchase Scheme (OMPS) 24 OMPS – Last owner in block 2 OMPS – Landlord 5 Total 45 The properties acquired in 2024/25 can be categorised by the following acquisition routes: Route to Scheme Total Properties Empty Homes Purchase Scheme (EHPS) 38 Open Market Purchase Scheme (OMPS) 22 OMPS – Last owner in block 7 OMPS – Landlord 25 Total 92 2.4 Since its inception, the Open Market Purchase Scheme (OMPS) has proven to be a cost-effective method for increasing the Council’s housing supply, with the council adhering to market value when properties are valued for purchase. To maintain and enhance public engagement with the scheme, an advertising campaign was launched in early 2025. This campaign included boosted social media posts, digital and paper billboard advertisements, and Google Display ads. As a result, applications submitted between 1 January and 31 March 2025 rose by 57% compared to the same period in the previous year. Further promotional efforts were undertaken in May 2025, when letters were distributed to all last private owners of flatted blocks across North Lanarkshire, raising awareness of the scheme. This has generated 38 applications from last owners in blocks. 2.5 Within the first phase of the re-provisioning programme, 6 owners were identified for buyout and all properties have now been acquired. Page 86 of 272
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2.6 As part of the second phase of the re-provisioning programme, 4 properties have been successfully acquired out of the 19 in private ownership. All offers made to owners include statutory home loss and disturbance payments. To address challenges faced by owners in Phase 2, alternative options such as shared equity arrangements and house swaps are being explored. Any proposals would be subject to a future report to committee for approval. 3. Measures of success 3.1 The acquisition of these properties helps the Council meet its Local Housing Strategy objectives to increase housing supply to meet identified need; help bring empty properties back into use, and help improve housing conditions, including energy efficiency. 4. Supporting documentation No appendices Pamela Humphries Chief Officer (Place) Page 87 of 272
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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? A budget of £11.088m based on 100 properties has been allocated in 2025/26 to fund the purchase and repair of properties through the Open Market Purchase Scheme, which includes a contribution of £2.295m from the Scottish Government. As at 18th July 2025, £4,986,326 has been spent on acquisition and repair, and £2,880,143 has been committed. The average purchase price of the properties acquired in 2025/26 is £98,420. The average purchase price of properties acquired in 2024/25 was £87,180, and the average repair cost was £21,705, resulting in an average total cost of £108,885. Funding to acquire properties from owners in the re-provisioning programme will be contained within the overall OMPS budget. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? Page 88 of 272
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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? 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? Page 89 of 272
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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? 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 associated with the New Supply Programme is managed within the council’s project management and risk register process. 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 90 of 272
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref SL/KMcG/TH Date 27/08/24 Incentive to Downsize Scheme From: Stephen Llewellyn, Chief Officer (Housing) E-mail: LlewellynS@northlan.gov.uk Telephone 01698 274292 / 07939280680 1. Background 1.1 North Lanarkshire Council faces increasing pressure on its housing stock, particularly in relation to the availability of larger family homes. Many tenants, especially older residents, occupy properties that exceed their current needs, contributing to under- occupancy and limiting access for families on the housing waiting list. 1.2 It is recognised that emotional attachments can make downsizing a sensitive issue, however, underoccupancy restricts access to family-sized housing for others in need Executive Summary This report provides an update on the implementation and outcomes of North Lanarkshire Council’s Incentive to Downsize Scheme, which encourages tenants in under-occupied council homes, that are in high demand, to relocate to smaller, more suitable properties. The report outlines the scheme’s impact to date, identifies barriers to uptake, and proposes enhancements to improve effectiveness and alignment with strategic housing priorities. Recommendations It is recommended that the Housing Committee: 1) Acknowledges the decision of council on 28th March to increase the incentive to downsize payment to £3,500 2) Recognises the additional measures being implemented by the housing service to increase uptake of the ‘Incentive to Downsize’ scheme. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth Programme of Work Resilient People Item 7 Page 91 of 272
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and therefore addressing this imbalance remains essential to ensure the efficient use of housing stock, while enhancing affordability and tenant wellbeing. 1.3 To address the imbalance between housing supply and demand, and to encourage under-occupying tenants to consider relocating to a smaller home, the Council approved the introduction of an ‘Incentive to Downsize’ scheme at Housing Committee on 17 February 2021 (appendix 1). The scheme aims to help Council tenants transfer to a smaller more suitable home while also releasing properties which are in the greatest need and are in areas that have the highest demand. 1.4 Under this scheme, eligible tenants are offered a financial incentive of £1,500 to assist with the costs associated with moving to a more suitable sized home. 1.5 In addition to agreeing the introduction of the ‘Incentive to Downsize’ scheme committee also agreed a consultation exercise on changes to our allocation policy, which would enable us to prioritise applicants who were under-occupying properties, and would align with the aims of the ‘Incentive to Downsize Scheme’ 1.6 The Allocation Policy change consultation resulted in an increase of points awarded to tenants under occupying their home on an incremental basis depending on how many bedrooms they are giving up. Points awarded are set to 50 points for the first bedroom not in use and an extra 10 points for each additional bedroom not used. The outcome of the consultation and proposed changes were approved at Committee on 24 November 2021 (appendix 2). 1.7 The changes to our allocation policy were introduced on 11 April 2022 with the Incentive to Downsize Scheme being formally implemented on 1 July 2022. 1.8 The Introduction of the ‘Incentive to Downsize’ scheme and the changes introduced to our allocation policy align with the Council’s wider housing strategy by supporting more effective allocations, making better use of our housing stock, and promoting tenant wellbeing through reducing the number of people living in overcrowded situations while enhancing affordability for those downsizing. 2. Report Current impact of Scheme 2.1 Since the introduction of the Incentive to Downsize scheme, 58 tenants have qualified for support and successfully relocated. A detailed breakdown of the number of tenants who qualified for the payment under the scheme by year and area, is provided in table 1. Table 1 Area Year July 22 – March 23 April 23 – March 24 April 24- March 25 April 25 - Present Total Airdrie/ Cumbernauld 4 4 6 0 14 Coatbridge / The North 5 1 0 0 6 Motherwell / Bellshill 10 3 3 0 16 Wishaw / Shotts 4 5 12 1 22 Total 23 13 21 1 58 Page 92 of 272
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2.2 With each tenant moving through the Incentive to Downsize scheme each receiving the £1,500 incentive payment the scheme has incurred a total cost of £87,000 to date. 2.3 Whilst the intention of the scheme was to encourage tenants under- occupying larger homes to apply for a transfer to a smaller home, it was acknowledged that those already on the waiting list for a smaller property should be treated equitably under the scheme’s criteria. 2.4 Following a review of all applicants who qualified for the payment and successfully relocated to their new home in the 1st year, it has been noted that the majority were on the waiting list prior to the schemes introduction with only two tenants applying for a move after the scheme was introduced. Analysis of current tenancies and waiting lists Underoccupancy in current NLC tenancies– Potential Supply 2.5 Throughout North Lanarkshire there are a total of 9,277 properties that meet the type and size criteria to potentially be included within the Incentive to downsize scheme. Following a review of the household composition of these properties it has been established that 3,977 (42.9%) of these properties are underoccupied: • 1,888 (20.4%) are occupied by one person • 1,896 (20.4%) are occupied by two people • 185 (2%) are occupied by three people • 7 (0.07%) are occupied by four people • 1 (0.01%) is occupied by eight people 2.6 The age profile of under occupied tenants shows that 54% are over the age of 60, with 220 (5%) single tenants or couples over 60 occupying 4 & 5 bedroomed homes. A further 1861 single tenants or couples over 60 are occupying 3 bedroomed homes. For those under the age of 60 there are 714 (%) single tenants occupying 3 and 4 bedroomed homes. Under occupying tenants currently on the waiting list 2.7 There are currently 705 NLC tenants on the waiting list who meet the size criteria for Incentive to Downsize and have been awarded the under-occupancy points, 71.5% of these applicants have joined the waiting list since 2022 when the scheme was introduced. The number of applicants who are under occupying by 1 bedroom is 542 (77%) whilst 149 (21%) are under occupying by 2 bedrooms, a further 13 (1.8%) are under occupying by 3 bedrooms and one tenant is under occupying by 4 bedrooms. 2.8 In regard to other housing needs assessed for the applicants, 34% (239) of applicants have no other assessed need, whilst 53% (370) have also been awarded health priority. 2.9 When analysing the age of applicants 42% (296) are aged over 60, however only 71 of these applicants are currently listed for older person housing. 24% (169) applicants over 60 have also been awarded health priority. 2.10 Meeting the aspirations of the tenants who have applied to move due to under occupation is one of the main barriers as the areas and house types they wish to move to are not always readily available. Page 93 of 272
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Overcrowding - Demand 2.11 As noted in the table 3 there are currently 3101 applicants on the waiting list for the house sizes / types covered by the incentive to downsize scheme. Table 3 House Size applicants qualify for Number of applicants 4 apt 2239 5 apt 691 6 apt 146 7 apt 19 8 apt 6 2.12 Of the applicants noted above, 2,130 (68.7%), are currently living in overcrowded conditions and have therefore been awarded overcrowding points on their application. 845 (27.2%) of these applicants are current council tenants. Among the remaining 971 applicants: • 123 are on the transfer waiting list, with other assessed needs to move. • 619 are on the general housing list—some with an assessed need to move, while others are seeking to transition from their current tenure into social housing. • 161 are on the Aspirational Transfer waiting list—these are council tenants who wish to relocate to a different area and/or a different type of home. • 68 are on the homeless waiting list. Actions to Increase uptake 2.13 Having acknowledged the limited uptake of the existing housing downsizing incentive scheme, which has, to date, not significantly increased the availability of larger properties for families in need and in recognition of the ongoing demand for family- sized homes and the importance of maximising housing allocation, a motion was put forward and agreed at the Council meeting on 27 March 2025 to increase the incentive payment from £1,500 to £3,500, with the aim of encouraging greater participation among eligible tenants, improving access to larger homes for families, and promoting more efficient use of the Council’s housing stock. 2.14 Updates to the allocation system will include a pre-assessed or approved marker to identify eligible cases. This will ensure tenants are informed in advance whether they qualify for the incentive payment. 2.15 We will utilise data-led insights to target and support vulnerable individuals through strategic partnerships and working in close collaboration with welfare teams, the moderator group, and broader care networks. In addition, we will look at more creative ways to help people to move to areas which meet their aspirations as well as their needs, such as enhanced use of mutual exchanges. 2.16 Raising awareness of scheme through development of publicity materials and distributing these in libraries, GP surgeries, housing offices, and community centres, while collaborating with local support organisations or tenant groups to help spread awareness through trusted channels. Page 94 of 272
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2.17 Locality Housing Officers who cover a patch, will play a key role in promoting the downsizing incentive by building trusted relationships and providing tailored housing options and accessible support at an individual and community level. Financial Implications 2.18 The existing incentive to downsize scheme incurs an annual average cost of £29,000. On the assumption that demand remains unchanged, the annual cost would increase to £67,665. As the potential impact on demand cannot be reliably determined at this stage, it is anticipated that any additional costs beyond the current budget allocation would be funded through reserves, with on-going costs to be considered as part of the rent setting process. Table 4 outlines the financial impact under various demand growth scenarios: Table 4 Demand Growth Financial Impact (£000) 20% (4 additional cases per year) 13.5 50% (9 additional cases per year) 33.6 100% (19 additional cases per year) 67.6 3. Measures of success 3.1 Increased awareness and participation with the scheme 3.2 The number of larger size houses becoming available for let will increase, subsequently meeting the needs of larger household and families. 4. Supporting documentation Appendix 1 Incentive to Downsize Appendix 2 Allocation Policy Review Stephen Llewellyn Chief Officer (Housing) Page 95 of 272
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The scheme has potential to disproportionately impact elderly people who are more likely to be under occupying larger family type housing, or larger lower income families who are experiencing overcrowding. Impacts will be positive for any groups affected. 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? Increasing the value of the incentive payment from £1,500 to £3,500 will incur a 133% increase in spend for the service in this area of housing management. See 2.18 for further information. 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 96 of 272
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? There are risks relating to the management of the scheme and the subsequent incentive payments to tenants. The service will need to have clear and transparent, auditable processes for this are of business. Risks if not managed appropriately could include financial and reputational risks. These Risks are recorded and managed through the Service Risk Register. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 97 of 272
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref Date 27/08/25 Rent Assistance Fund From Stephen Llewellyn, Chief Officer (Housing) E-mail LlewellynS@northlan.gov.uk Telephone 01698 274192 1. Background 1.1 On 15th February 2023 Housing Committee approved the establishment of a RAF to enable tenants on low incomes and those on Universal Credit to offer them financial assistance to help sustain their tenancies. 1.2 Approval was granted by the Committee for the Universal Credit Assistance Fund (UCAF) and the Rent Relief Fund (RRF) to be reassigned and brought into one new Executive Summary Purpose of the report is to advise Committee on the progress of the Rent Assistance Fund (RAF) and the benefits for tenants who are falling into rent arrears due to the impact of the cost-of-living crisis. The purpose of this fund is to enable the council to adapt to the emerging needs of tenants who are experiencing financial hardship and to support them to sustain their tenancies. Recommendations It is recommended that Housing Committee: (1) Acknowledge the processes in place for administering the RAF and note funding to be applicable for all council tenants who are affected by the cost-of-living crisis. (2) Acknowledge that in January 2025, the process for administering the fund was audited as part of the Housing Rent Audit on the adequacy and effectiveness of key controls and management arrangements associated with aspects of housing rents. (3) Recognise the commitment to ongoing reviews of the RAF to adapt to the needs of council tenants experiencing financial hardship. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (11) Increase economic opportunities for adults by understanding, identifying, and addressing the causes of poverty and deprivation and barriers to financial inclusion Programme of Work Statutory / corporate / service requirement Item 8 Page 99 of 272
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fund, the RAF, and Committee supported the request to vire £300,000 from Legal Fees and Sheriff Officers budgets to increase the funds available for the benefit of tenants. 1.3 Since April 2023, the UK Government has announced that all claimants on legacy benefits:- Income Support, Employment Support Allowance, Job Seekers Allowance, Child Tax Credit, Working Tax Credit and Housing Benefit, require to migrate onto Universal Credit. This impacted a significant number of North Lanarkshire Council tenants. 1.4 The remaining claimants of legacy benefits, estimated at 2200, who are potentially the most vulnerable of our tenants will be migrated over to Universal Credit by March 2026. A one off provision has been agreed at £1m to mitigate against the initial impact of migration. 2. Report 2.1 Latest performance figures show that as a result of the cost-of-living crisis and the migration of tenants on legacy benefits to Universal Credit there has been an increase in demand for our funding. As at 31 March 2025 the arrears outstanding for current tenants in North Lanarkshire Council was £4.5m with 11,359 tenants in rent arrears, 81% of which are in receipt of some form of benefit. The average arrear for our tenants is £396, one of the lowest average arrears across all Local Authorities in Scotland. 2.2 In the year 2024/25 the total rent collected was £158,994,207, 96.6% of the rents raised. During 2023/24, 1089 applications for the RAF were processed with a net allocation of £993,633.12, an average award of £912. In 2024/25, 2598 applications were processed with a net allocation of £1,216,453.72, an average award of £468. 2.3 The majority of tenants awarded funding continue to maintain their payment arrangement, engaging with the Rents team and successfully sustaining their tenancies. This displays the very positive impact the fund has made to promote engagement with tenants. This has resulted in: • 33 evictions prevented in 2023/24 • 41 evictions prevented in 2024/25 • 89 cases prevented from court action and court expenses 2023/24 • 119 cases prevented from court action and court expenses 2024/25 These figures demonstrate that the award of funding has contributed to sustaining tenancies which otherwise would have ended. This prevention reduced the potential additional cost to the Council, as well as preventing and reducing the emotional impact of homelessness to the tenant and family. We continue to forge an “Engagement not Enforcement” policy. 2.4 Through administering the fund, the Council as a landlord, recognises that there are a number of tenants who do not quality for any financial assistance available from the Scottish Government or UK Government. These tenants are on low incomes but are over the threshold to be eligible for any other cost of living financial assistance and are experiencing financial hardship for the first time. They are struggling to meet the cost- of-living increases as well as maintaining rent payments. 2.5 It is important to assist all tenants who are experiencing financial hardship regardless of their income streams or benefit entitlement. This will ensure all tenancies are not Page 100 of 272
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put any more at risk due to the cost-of-living crisis and, also that tenancy sustainment levels continue to improve, or at the very least are maintained. In light of the migration to Universal Credit, the criteria for this fund will be as follows: • Open to North Lanarkshire Council tenants only • In receipt of Universal Credit • Ineligible for any other cost-of-living awards provided by the Scottish or UK Government. • In work and on a low income based on threshold/annual net income (net annual income is pay after tax, national insurance and other deductions) listed below: o Single person - £20,400 o Single Parent - £29,750 o Couple - £27,400 o Couple with children - £38,357 2.6 All payments from the fund will continue to be authorised by a Housing Service Manager to ensure financial transparency and consistency with regular audits being carried out. A full income and expenditure assessment will be carried out and any grant award will continue to be subject to tenants fully engaging with the service. 3. Measures of success 3.1 Success will be measured by a reduction of rent arrears experienced by tenants who are claiming Universal Credit as well as those with no benefit entitlement and will seek to continue to sustain tenancies. 4. Supporting documentation N/A Stephen Llewellyn Chief Officer (Housing) Page 101 of 272
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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 cost of this fund will continue to be met from the existing Rent Assistance Fund as well as additional monies in the Legal Action and Sherriff Officers budget. This service will continue to monitor utilisation of the resource within the funding available which will be incorporated into future budget monetary reports. 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 102 of 272
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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? The impact of rent arrears due to either Universal Credit or the cost-of-living crisis has been assessed as a key risk at corporate and service 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. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). Page 103 of 272
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The report highlights positive benefits derived from the Rent Assistance Fund to support young people who are living with their parents who are tenants to sustain tenancies and prevent homeless. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 104 of 272
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref SL/TL Date 27/08/25 Tenant Participation Strategy Annual Progress Report 2024/25 From Stephen Llewellyn, Chief Officer (Housing) E-mail llewellyns@northlan.gov.uk Telephone 07939280680 1. Background 1.1 This report provides the final annual review on the progress made towards the actions set out in the Tenant Participation Strategy “Involving Tenants, Improving Services” – 2020 – 2025, which was developed and approved at committee in February 2020. Executive Summary The purpose of this report is to provide an annual review of progress for 2024/25 of the Tenant Participation Strategy 2020-2025 - “Involving Tenants, Improving Services”, previously agreed at committee in February 2020. An updated action plan for 2024 – 2025 is included for reference and further information, attached as an appendix to this report. Recommendations It is recommended that the Housing Committee: (1) Acknowledge the Tenant Participation Strategy 2020- 2025 which sets out the council’s approach to tenant participation and planned activities for the 2020- 2025 five year period. (2) Recognise the progress and improvements achieved for the period of 2024/25 and throughout the duration of the five-year strategy in respect of the actions and milestones set out in the strategy. (3) Acknowledge that future annual progress reports from 2026 onwards will be on progress achieved towards the actions set out in the new Tenant Participation Strategy for 2025–2030, For Tenants, By Tenants. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (19) Improve engagement with communities and develop their capacity to help themselves Programme of Work Statutory / corporate / service requirement Item 9 Page 105 of 272
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1.2 The strategy aimed to maximise consultation and participation opportunities for tenants and other customers. It provided the main source of information relating to tenant participation and outlined the opportunities to participate in shaping and informing the housing service and standards. 1.3 A new Tenant Participation Strategy, “For Tenants, By Tenants”, has been developed and was approved at Housing Committee which will cover the next five year period 2025 – 2030. Future progress reports will be based on the actions set out in the new strategy. 2. Report 2.1 As well as continuing to achieve the objectives set out within the strategy, the Tenant Participation team’s focus for 2024/25 was to also actively collaborate with tenants and residents to co-produce a new Tenant Participation Strategy for 2025- 2030. After a series of scoping meetings, development & consultation sessions, the draft strategy was formally launched for consultation at the North Lanarkshire Federation (NLF) of Tenants and Residents Conference (May 2024) where attendees voted on various features within the strategy, which included naming the new strategy - ‘For Tenants, By Tenants’. The final strategy was then officially launched at North Lanarkshire Council’s Annual Tenants Conference after being approved at Housing Committee in November 2024. 2.2 The development and consultation sessions, allowed for a comprehensive review of tenant participation to be conducted. This process involved an in-depth assessment of our service, partnerships, activities, successes, alongside areas for potential improvement. These insights gained from the review helped inform the new strategy. 2.3 Throughout the duration of the Tenant Participation Strategy 2020 - 2025, progress has been significant, evidenced in formal accreditation awarded in 2024/25 for excellence in tenant participation. 2.4 The Tenant Participation team, in collaboration with NLF, remains committed to nurturing meaningful engagement with tenants and residents across the authority. Through a diverse range of initiatives, including, consultations, tenant-led meetings, food for thought sessions, and tenant scrutiny opportunities. The partnership ensures that individuals have multiple avenues to participate, voice their perspectives, and contribute to community decision-making. 2.5 We remain committed to supporting both new and established tenants’ and residents’ groups, with a significant rise in engagement from emerging groups in underrepresented areas, as well as from individual participants, over the last year. 2.6 The majority of actions contained within the strategy are now complete, (15 actions - 93.8%) with only one action ongoing (6.2%). The action which is ongoing relates to developing a tenant participation guide. Work has been undertaken on this, with good progress achieved. There are no actions that have not been progressed or are delayed. Page 106 of 272
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Strategy Objective Total objectives in section Red (Not complete) Blue (Ongoing) Amber (On Track) Green (Complete) Objective 1: Contribute to delivering The Plan for North Lanarkshire by enhancing participation, capacity and empowerment across our communities 5 0 0 0 5 Objective 2: Continue to develop engagement opportunities for our tenants, residents and under- represented groups that will develop their capacity to help themselves at a North Lanarkshire and local level 3 0 1 0 2 Objective 3: Ensure effective use of tenant participation resources to involve tenants and residents in the decisions, and development of services and supports 4 0 0 0 4 Objective 4: Demonstrate continued commitment to customer satisfaction and feedback 4 0 0 0 4 TOTALS (number and %) 16 0 (0%) 1 (6.2%) 0 (0%) 15 (93.8%) ` Key Achievements 2.7 There have been several key achievements over 2024/25. These include, but are not limited to : • 2024/25 has proven to be the most successful year to date in relation to developing and facilitating engagement opportunities and saw the highest ever attendance at both annual tenants’ conferences (NLF and NLC), with excellent feedback received. • Supporting new & existing groups, with an increase in active groups from 34 to 41, one of which is a Ukrainian Tenant & Residents Association. • Supported/encouraged groups to apply for internal & external funding, with the most notable success being: - NLC Growth Pot - Birkshaw Tenants & Residents Association (£5,000), - NL Empowerment fund - Cambusnethan Tenants & Residents Association (£10,000), Langloan Tenants & Residents Association (£5,000). • A continuous programme of events and training has been delivered with the programme regularly updated with details of upcoming events which is widely circulated to encourage participation. Page 107 of 272
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• To enhance the popular NL in Bloom competition and encourage young people to get involved, the team launched a Sunflower growing competition with over 40 primary schools participating. • NLF Business Plan aims to deliver a minimum of 4 Food for Thought sessions & 4 Open Meetings per year, by working in partnership with the Tenant Participation team this target was exceeded (12 sessions 2024/25) • To ensure tenants voices are heard the team facilitated a series of consultations throughout the year: consulted Tenants & Residents to co-produce the new Tenant Participation Strategy, facilitated a joint tenant & staff working group to support the development of the Annual Performance Report, responded to Scottish Housing Regulator Consultation and consulted on the First Stop Shop Review. • Supported NLF to develop an interactive webpage which was officially launched during their 2024 conference www.nlf.scot. • In August 2023, a new scrutiny topic commenced ‘Review of Retirement Housing Design and Technology’ and concluded March 2025. • A full review of Sub-Groups (now known as Sub-Committees) was carried out and approved by relevant Chief Officers. • Supported a winning award submission for Driving Digital Locally – an intergeneration project under the category of Transforming Lives , which showcases joint working between retirement housing tenants and schools - Explore interviews with past winners at The MJ Awards 2025 - The MJ Achievement Awards. • Supported the return of NLF’s MacMillan Coffee Morning (third year), which saw a 91% increase in the amount raised from £579.50 in 2023/24 to £1107.20 in 2024/25. 2.8 In addition to the key achievements highlighted, the Tenant Participation team supported and facilitated: • 22 NLF Executive Committee Meetings • 12 Food for Thought Sessions/Open Meetings • 4 Business Plan Meetings • 4 Tenant Participation Steering Group Meetings • 3 Performance Report Meetings • 12 Sub-Group Meetings (NL Ambitions, Land & Waste Management & Roads & Street Lighting) • 4 Conference Planning Meetings • 2 Award Scoring meetings • 4 web development meetings • 10 Policy Review Meetings (Code of Conduct, NLF Constitution, Sub-Committee Review) • 6 Independent Scrutiny Contract Monitoring Meetings 3. Measures of success 3.1 Continued implementation of the Tenant Participation Strategy and progress made towards actions contained in the strategy. 3.2 Provision of accessible and meaningful participation and engagement opportunities that will ensure high levels of satisfaction with tenants’ opportunities to participate in landlord’s decision making. Page 108 of 272
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4. Supporting documentation Appendix 1 – Tenant Participation Strategy 2020-2025 Action Plan/Annual Report. Stephen Llewellyn Chief Officer (Housing) Page 109 of 272
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? An EqIA has been completed for the Tenant Participation Strategy. There are no impacts arising from the progress report. 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 Page 110 of 272
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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 111 of 272
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Tenant Participation Strategy 2020-2025 Action Plan/Annual Report (2024 – 2025). Tenant Participation Strategy 2020-25 Action Plan Appendix 1 Our action plan sets the activities and tasks we will be undertaking to deliver our objectives and overall aim. Objective 1: Contribute to delivering The Plan for North Lanarkshire by enhancing participation, capacity and empowerment across our communities Action Milestones Timescale Annual Review 2024/25 Lead RAG (1.1) In partnership with our tenants and residents annually review the TP Strategy and update the action plan • Complete an annual review of TP Strategy to align with current policy and legislative requirements • Update progress on achieving actions within the plan 2025 • NLF Executive Committee meetings take place fortnightly to discuss progress on achieving actions within the TP Strategy and the NLF Business Plan • Annual Review completed April 2025, with 93.75% of actions (15) achieved, 6.25% of actions (1) at “blue” status (ongoing) which remained consistent from the previous year. • New TP Strategy 2025 – 2030 ‘For Tenants, By Tenants’ was approved at November’s Housing Committee, to be launched 1st April 2025, will begin to report on new action plan, Q1 – 2025/26 TPT Green (1.2) Review and revitalise local tenant participation action plans in consultation with local groups and chairpersons’ • Review current local tenant participation action plans • Consider new format and agree approach to revitalising local tenant participation action plans 2021 • Chairperson’s meetings are ongoing in all localities, with TPT supporting. • Continuously reviewing action plans & processes based on the needs of the tenants/groups. • Joint Tenant & Staff Chairpersons Meetings & Estate Walkabout review group/ training session took place Local Groups, Chairperson Meetings, TP & LHT Green Page 112 of 272
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Tenant Participation Strategy 2020-2025 Action Plan/Annual Report (2024 – 2025). meetings 09/05/24, with representation from all localities. Mutually agreed that this should take place annually – agreed procedures for CP & EW were shared at NLF Conference - next session planned 08/05/2025 • TP Team & NLF carried out a review of all sub-groups with a view of aligning them with CP & EW in an attempt to avoid duplication and to discourage tenants from raising issues during meetings. (1.3) Consider and develop opportunities for social activities that will encourage tenant participation and build capacity within communities • Consult with tenants and residents to develop a range of suitable social activities that encourage tenant participation and build capacity • Develop a guidance note to outline social activities that can be supported through Tenants and Residents Association grant funding • Provide training and support to Tenants and Residents Groups to create a diary of social activities 2025 • A continuous programme of events has been developed and has been shared with group reps, this is a working document & updated regularly. • Quarterly updates of upcoming events sent to mailing list & shared on social media • Worked closely with NLF to achieve outcomes set out in their business plan. • TPT delivered a presentation on future plans, developing TP Strategy & Best Practice in TP during NLF Annual Tenants conference • 3rd MacMillan Coffee Morning took place bringing tenants & staff together • NLF Awards took place 1st June 2024- recognising Staff & Tenants contribution to TP • Winners of the NL in Bloom Garden awards are invited to an indoor garden party/award ceremony, excellent TPT Green Page 113 of 272
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Tenant Participation Strategy 2020-2025 Action Plan/Annual Report (2024 – 2025). feedback received, with largest attendance figures to date. • TP officers support groups to apply for external funding to support social activities. • Groups successful in receiving funding from Mears foundation, for community improvement projects which will then encourage social activities e.g. improving garden space etc. • Supported Coatbridge Federation Easter Bonnet Competition, March 2025 • Launched Sunflower Competition with primary schools • NL in Bloom competition opens 31st March 2025 (1.4) Develop annual tenant participation training and information programme • Review and evaluate current training plan • Consult with tenants and residents on future training and information requirements • Consult voluntary and public sector organisations on potential joint training opportunities • Develop programme 2025 • Continued to offer bespoke training sessions in 2024/25 - including peer learning: -Digital support -Delivered an overview of TP to Housing Solutions staff, 24th March 2025-plan to extend offer to localities • Ambition Sub-group visited new build site in Motherwell (former YMCA building) • Land & Waste Sub-group visited Viridor recycle • Facilitated a trip Community Safety Hub with Cambusnethan TARA • Facilitated joint meeting with Carfin TARA & police • Monthly development meetings take place to review NLF policies & Green Page 114 of 272
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Tenant Participation Strategy 2020-2025 Action Plan/Annual Report (2024 – 2025). procedures; Developed Code of Conduct, updated NLF Constitution & completed Sub-Group review • EW & CP Joint Tenant & Staff training • Scrutiny Panel visited Fife Councils Tenant Participation Team & Federation to share best practice with their group – Featured in their recent newsletter here, Fife team to visit NLC on 9th April 2025 • TPT Team hosted SL Council to share best practice in TP • Attended Aberdeenshire Councils Retirement Housing Forum meeting, with a further meeting arranged with their management team to share best practice to help NLC establish a retirement housing sub-group. • Delivered training to students at Motherwell College (1.5) Review and Implement recommendations in relation to grant assistance to support tenants and resident’s groups and NLF • Review current funding arrangements • Consider review and Tenant Scrutiny findings to inform future resourcing • Consult on and develop proposals in relation to TP and Participatory Budgeting 2022 • Tenant Groups have been encouraged to attend Community Board meetings which will enable them to find out more about PB • TPT has supported groups to apply for a variety of funding (internal & external) e.g. - Birkshaw Tenants & Residents Association – NL Growth Pot £5,000 - Cambusnethan Tenants & Residents Association - NL Empowerment fund, £10,000 – TPT/NLF Green Page 115 of 272
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Tenant Participation Strategy 2020-2025 Action Plan/Annual Report (2024 – 2025). - Chapelhall Community Development Group (Chapelhall TARA part of this) - NL Empowerment fund, £10,000- - Langloan Tenants & Residents Association - NL Empowerment fund, £5,000 Objective 2: Continue to develop engagement opportunities for our tenants, residents and under-represented groups that will develop their capacity to help themselves at a North Lanarkshire and local level Action Milestones Timescale Annual Review 2024/2025 Lead RAG (2.1) Work with our tenants and residents to produce a ‘Tenant Participation Guide’ • Consult and engage with tenants on content • Develop and produce a “Guide to Tenant Participation” • Consider and develop opportunities that will increase participation and reduce administrative burden on groups and individuals starting their tenant participation journey 2022 • Development group, which looks at reviewing all policies/documents has been established & meets monthly (TPT, NLF Executive Committee & NLC Staff), initially focusing on amending the NLF Constitution as timebound, then developing a robust Code of Conduct, Sub-Group Review, progressing to reviewing the TP Guide. • TP Team met 9th January 2025 to begin working on guide. TP, Admin currently carrying out a desktop exercise looking at other LA guides for comparison. TPT Blue (2.2) Undertake annual tenants’ • Develop and publicise annual diary of engagement opportunities Pop Up events Annual Having exceeded previous years aims and expectations, this has proven to be our most TPT Green Page 116 of 272
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Tenant Participation Strategy 2020-2025 Action Plan/Annual Report (2024 – 2025). engagement opportunities to inform and influence service delivery Conversation Cafes Conferences • Assist NLF to develop Open Meeting programme on key service areas • Assist NLF to develop and implement their Food for Thought (FfT) Programme Assist NLF to annually identify four FfT topics and facilitate programme Ensure recommendations and findings from FfT programme inform future service delivery for Housing Solutions successful year to date in relation to developing & facilitating engagement opportunities. Food for Thought Session & Open Meetings (includes consultations) NLF Business Plan requires a minimum of 4 Food for Thought sessions & 4 Open Meetings per year – exceeded this target (12 sessions 2024/25) • April 2024 - TP Strategy Food for Thought session • May 2024 – Joint Tenant & Staff Training • June 2024 - AGM & Conference (x2) (highest attendance figures & excellent feedback) • August 2024 – Housing Emergency Food for Thought Session • August 2024 – NLF Induction Day • September 2024 – McMillan Coffee Morning • October 2024 – Scottish Housing Regulator Consultation Event • November 2024 – Home Energy Advice Food for Thought Session • December 2024 – Year-End Review • March 2025 - Making Life Easier Food for Thought session • March 2025 – Local Development Plan Food for Thought Session Tenant Engagement Page 117 of 272
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Tenant Participation Strategy 2020-2025 Action Plan/Annual Report (2024 – 2025). • TP Manager & Chair of NLF were interviewed on Listen Lanarkshire Radio with an aim of increasing engagement • Launched NL in Bloom Garden Awards - April – August 2024 • TPT & NLF visited shortlisted gardens for the 2024 NL in Bloom Garden Competition • Hosted NL in Bloom Garden Awards Ceremony • Hosted NLC Annual Tenants Conference, November 2025 ‘Working Together’ (99% VG or Good) Training • Study visits, New Build Sites & Viridor Recycle Plant • Joint Tenant & Staff training • Peer Learning (Fife, Aberdeenshire & South Lanarkshire LA) • Digital Drop-in sessions • Committee Skills Training • NLF Year-End review meeting/development day • NLF Induction Day Consultations/Public Meetings • Consulted Tenants & Residents to co- produce new Tenant Participation Strategy - Tenant Participation Strategy 2025-2030.pdf Page 118 of 272
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Tenant Participation Strategy 2020-2025 Action Plan/Annual Report (2024 – 2025). • Working group supporting the development of the Annual Performance Report • Responded to Scottish Housing Regulator Consultation • Support First Stop Shop Review Consultation • Supported colleagues in property, housing & housing solutions to host public meetings & consultations days regarding: Capital Investment • Policy/Sub-Group Review External Events/Meetings • Meet with TPAS to receive feedback from accreditation, includes recommendations to improve service delivery – ACHIEVED GOLD RATING • Attended TPAS Conference to accept Gold Accreditation award • Staff attended CIH conference • Presented at TPAS (Wales) conference – Best Practice in Tenant Participation Page 119 of 272
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Tenant Participation Strategy 2020-2025 Action Plan/Annual Report (2024 – 2025). (2.3) Raise awareness of tenant participation services and activities within our local communities and council services • Expand links with other agencies including: Those that work with young people and under-represented groups Other voluntary sector organisations • Encourage more individuals to become involved in tenant participation • Increase visibility of staff within communities Annual • Continue to promote and encourage attendance of Community Boards • Working closely colleagues in Planning to share info on Local Development Plan • Worked closely with Chief Officer Housing & Community Operations to help carry out a review of all sub- groups attended various Community days during summer e.g. Gala days, Police Open day etc. • Accompanied NLF to Provost Awards- NLF received special recognition award & 3 TARA reps also won • Strong links been made with Health Improvement Team & Police • Working in partnership with NLC Digital Team & Education the TP team helped support an award submission for Driving Digital Locally – intergeneration project between retirement housing tenants & schools – the submission has been shortlisted-winners selected 20th June 2025 Various departments often ask TP team to share content on their social media page- Find us on Facebook: @NLCTenantParticipation Green Objective 3: Ensure effective use of tenant participation resources to involve tenants and residents in the decisions, and development of services and supports Page 120 of 272
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Tenant Participation Strategy 2020-2025 Action Plan/Annual Report (2024 – 2025). Action Milestones Timescale Annual Review 2024/25 Lead RAG (3.1) Review Tenants Newsletter • Carry out market research to determine best media/form for newsletter • Develop Newsletter Working Group to involve tenants and residents in assisting with content ideas and tenant articles • Complete review and implement findings 2021-2025 • Contributed to the annual tenant’s newsletter (x2 per annum) Tenants' newsletter | North Lanarkshire Council • In addition to the Annual Tenants Newsletter the TP team regularly contributes towards the monthly Chief Executives Newsletter ALL Green (3.2) Further develop use of technology to promote and increase tenant participation • Review electronic publicity methods and develop action plan to implement findings • Increase use of social media and council website to inform, involve and engage on tenant participation • Develop and implement training programme for social media training to TRAs and Individuals • Develop virtual tenants and residents’ opportunities for engagement and participation 2025 Although our meetings/events take place face-to-face, we also recognise the benefits of digital engagement, therefore continued to: • Offer attendees the option to join meetings/events online (joined from all over world – https://m.facebook.com/story.php?sto ry_fbid=pfbid025nWYDa4RrJCGFdEz UD6GLBTHsom3k7TRf5Mq8BECMDN R9xydD5ZJ7dhPzCfxXvoLl&id=1000 64754441069&mibextid=wwXIfr • Increased frequency/type of social media content • Plan focused social media campaigns, such as: International Woman’s Day, Challenge Poverty Week, Celebrating Scottish Housing Day, Sharing NLC updates etc. • Increased social media: NLC TP Team Facebook 4.2% increase in followers from 2023/24 – NLF 10% increase in followers, 6.1% increase in page likes. • Continue to work with corporate comms to promote initiatives via Gov TPT/NLC Green Page 121 of 272
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Tenant Participation Strategy 2020-2025 Action Plan/Annual Report (2024 – 2025). Delivery - Housing Subscribers • TPT continue to be available via Zoom, WhatsApp, Microsoft Team, Facebook Messenger, Text, Conference call etc. • Offer 1:1 advice/training to help get online • Supported NLF to develop an interactive webpage which was officially launched during their 2024 conference www.nlf.scot (3.3) Develop ongoing programme of tenant scrutiny topics and activities • Complete annual programme of tenant scrutiny activities and implement recommendations/findings • Assist NLF to develop annual programme of tenant scrutiny • Review current service delivery model with a view to re-tendering independent tenant scrutiny support contract Annual • August 2023 new scrutiny topic commenced ‘Review of Retirement Housing Design and Technology’ – Concluded April 2025 – report with senior management • Contract monitoring meetings take place quarterly • North Star Consulting & Research LTD was awarded a 3-year contract, after a successful tender bid, commenced August 2024 TPT/NLF Green (3.4) Deliver tenant participation services at a neighbourhood level to respond to needs as they arise • Develop short-life groups to address particular local housing issues • Improve communication and relationships by keeping TRAs/Is updated on staff changes within local teams • Ensure all frontline housing staff are consistently trained and informed in relation to tenant participation • Provide joint training opportunities in Annual • TPT has continued to act as a central point of contact between tenants & council depts over the course of the year • Working closely with NLF & Housing staff to establish a Retirement Housing Forum/Sub-Group to address issues raised re- retirement housing, in an aim to take away from CP meetings TPT Green Page 122 of 272
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Tenant Participation Strategy 2020-2025 Action Plan/Annual Report (2024 – 2025). relation to tenant participation for staff in other services • Contribute to North Lanarkshire Partnership Engagement Review to reflect feedback from our TRAs/Is • Develop relationships with other council services to enable ‘piggy backing’ at wider engagement events to promote tenant participation • 2024/25 saw an increased number of active & interested groups: -34 to 41 groups* -6 to 9 notes of interest • Attended & supported public meetings, AGMs & IGMs • Work closely with many elected members to support new & existing groups *not all groups constituted Objective 4: Demonstrate continued commitment to customer satisfaction and feedback Action Milestones Timescale Annual Review 2024/25 Lead RAG (4.1) Review methods for measuring tenant satisfaction to reflect demographic profile of our tenants and meet requirements of the Scottish Housing Regulator • Complete review • Develop bank of case studies to demonstrate achievements and successes • Complete review of how we report back to tenants and residents the findings, recommendations and actions in relation to tenant surveys 2021 Biennial Report, completed 2023: • Survey completed and was presented at Novembers committee, can be found here • Indicators relating to TP detailed below: -Satisfied with overall service provided- 86.6% +5.4% - Landlord good at keeping them informed about services and outcomes – 95.8%+3.2% - Satisfied with opportunities to participate in landlord’s decision making – 96.8% - Maintained HS/TPT Green (4.2) Continue to develop and • Database reviewed annually Annual • Completed a database review to establish which groups are active and to identify the level of support required: TPT Page 123 of 272
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Tenant Participation Strategy 2020-2025 Action Plan/Annual Report (2024 – 2025). maintain a database of tenants/ customers who have agreed to be contacted to take part in consultation -41 active groups with 9 notes of interest, with the potential for new groups to be established *Includes NLF & 2 non-constituted groups - Increase from previous year – 34 to 41 groups Breakdown of groups: -Airdrie/Cumbernauld – 4 groups, 2 note of interest -Coatbridge/Kilsyth 14 groups, 4 note of interest -Motherwell/Bellshill 10 groups, 2 notes of interest -Wishaw/Shotts 12 groups, 1 notes of interest -Pan Lanarkshire - 1 • Increase in email addresses - used tenants conferences to update contact details • Added tick box on NL in Bloom application to join mailing list • Making better use of boomcast- trialled with Rennie Road & Carfin groups (mass email/text service) • New names added from all events • Modern Apprentice, cross referencing against HSMS Green (4.3) Produce an annual performance report in consultation with • Annual Performance Report produced and submitted Annual • Annual Performance Report produced within designated timescales; info can be found here HS Green Page 124 of 272
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Tenant Participation Strategy 2020-2025 Action Plan/Annual Report (2024 – 2025). tenant representatives and in line with SSHC guidelines • NLF consulted on developing the Annual Performance Report (4.4) Annually review outcomes for NLF Sub- Groups • Complete annual review of NLF Sub- Groups • Implement review findings • Develop programme of activity to be shared with other council services to demonstrate how wider council engagement is vital to success Annual • Full review of Sub-Groups (now known as Sub-Committees) carried out & approved by relevant Chief Officers: -Co-produced a robust Code of Conduct, Terms of Reference, Staff Procedure List & Action Plan that can be used for all committees (NL Ambition, Land & Waste Management & Roads & Street Lighting) • In the process of setting up a Retirement Housing Sub-Group or Forum. TPT Green RESPONSIBILITY KEY Abbreviation Description TPT Tenant Participation Team LHT Local Housing Team TRA Tenants and Residents Association I Individuals HS Housing Solutions RAG DEFINITION Red Not complete Blue Ongoing Amber On track Green Complete Page 125 of 272
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref Date 03/06/25 Demolition of Lock-ups Watson Street, Motherwell From Stephen Llewellyn, Chief Officer (Housing) E-mail LlewellynS@northlan.gov.uk Telephone 01698 274192 1. Background 1.1 Previous investment and marketing initiatives have been targeted to the lock-ups, however, there remains no demand for these lock-ups. The wider area and site is currently being subjected to significant levels of anti-social activity and high levels of vandalism. 1.2 There are 48 lock-ups located at this site, the lock-ups face away from the houses and the original design is assisting to shield perpetrators behaving in anti-social activity. 2. Report 2.1 There is currently no demand at this site for lock-ups. 2.2 To demolish the 48 lock-ups on this site would remove a large area used for anti-social behaviour and vandalism and reduce the void rent loss. Executive Summary The purpose of the report is to ask Committee for approval to demolish 48 lock-up garages at Watson Street, Motherwell. Recommendations It is recommended that the Housing Committee: - (1) Approve the demolition of 48 lock-up garages at Watson Street, Motherwell. The Plan for North Lanarkshire Priority: Improve the health and wellbeing of our communities Ambition statement: (17) Ensure we keep our environment clean, safe, and attractive Programme of Work: Resilient People Item 10 Page 127 of 272
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2.3 Demolition of the lock-ups would also open the area and create badly needed parking spaces and would free up congestion on Watson Street. 2.4 There are currently 36 empty lock-ups at this site, and on inspection several of the occupied lock-ups are not being used for a motor vehicle and are being used as a storage facility. 2.5 The projected cost of the demolition is £40K and can be contained within existing budgets. 2.6 The demolition will also result in an annual loss of income to the council of £5518. 2.7 The demolition will greatly improve the overall visual amenity of the site and will lead to a reduction in anti-social behaviour at the site. 3. Measures of success 3.1 The demolition of the 48 lock-ups will prevent future vandalism and remove opportunities for further occurrence of anti-social behaviour and create 48 parking spaces. 3.2 The demolition will also reduce the level of void rent loss to the council. 4. Supporting documentation N/A Stephen Llewellyn Chief Officer (Housing) Page 128 of 272
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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 cost of this fund will continue to be met from the existing Rent Assistance Fund as well as additional monies in the Legal Action and Sherriff Officers budget. This service will continue to monitor utilisation of the resource within the funding available which will be incorporated into future budget monetary reports. 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 129 of 272
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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? The impact of rent arrears due to either Universal Credit or the cost-of-living crisis has been assessed as a key risk at corporate and service 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. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). Page 130 of 272
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The report highlights positive benefits derived from the Rent Assistance Fund to support young people who are living with their parents who are tenants to sustain tenancies and prevent homeless. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 131 of 272
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref SL/TH Date 27/08/25 Strategic Performance Framework - latest performance results for Housing From Stephen Llewellyn, Chief Officer (Housing) E-mail LlewellynS@northlan.gov.uk Telephone 07939 280680 Executive Summary The housing service covers the management of all housing provider related functions including housing repairs and investment, rent management, void management, tenancy management, tenant satisfaction, and homeless related services. Performance in each of these areas is monitored through various statutory returns, including the Annual Return on the Charter (ARC), the Scottish Government Housing Annual Statistical Return (HSAR), and the Scottish Government Homeless returns (HL1) as well as service and contractual performance indicators. The service has a robust performance monitoring regime where performance is reviewed on an ongoing basis and formally on a monthly, quarterly, and annual basis. As members of the Scottish Housing Network, the council regularly engages in benchmarking and practice sharing between other Scottish landlords. The purpose of this report is to highlight the 2024/25 year-end performance and the 2025/26 year to date performance of the Housing service for the performance indicators detailed at Appendix 1. Recommendations It is recommended that the Housing 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 Item 11 Page 133 of 272
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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 (as per the diagram on the right). This aims to collectively provide an overview of performance to help understand the impact of council activities on improving services and outcomes for the people and communities of North Lanarkshire. The measures in this Framework allow for day-to-day activities, and progress towards achieving the long-term vision set out in The Plan for North Lanarkshire, to be regularly monitored, reported, assessed, and scrutinised. 1.4 The Strategic Performance Framework is aligned to the Accounts Commission’ Statutory Direction which places a requirement on councils to report a range of information in terms of (1) improving local services and outcomes, and (2) demonstrating Best Value. Key points of note in this respect are that the Accounts Commission also expect to see: (a) A balance in terms of reporting that captures highlights of good performance as well as areas of performance requiring improvement. (b) Reporting that is undertaken in a timely manner. (c) Easy access to performance information for all citizens and communities. (d) Comparisons of performance (i) over time (e.g. compared to previous years), and (ii) with others (e.g. other local authorities or the national average (where available and appropriate). The council’s comparative performance in Local Government Benchmarking Framework (LGBF) indicators can be viewed through the Improvement Service’s online dashboard: https://www.improvementservice.org.uk/benchmarking/explore-the-data 1.5 A Performance Reporting Schedule supports the timely submission of a range of performance information to ensure fully informed review, reporting, scrutiny, and decision-making processes by Elected Members and senior management. This Schedule, endorsed by the Audit and Scrutiny Panel each year, includes Chief Officer’s individual Performance Reviews at Service Committees in line with the Strategic Performance Framework. 1.6 This report therefore presents the Housing Committee with the latest performance results for Housing services for Members’ further review and scrutiny. 2. Strategic Performance Framework Housing Committee responsibilities 2.1 In line with the terms of reference outlined in the Scheme of Administration, the Housing Committee is responsible for monitoring and reviewing performance information for the Page 134 of 272
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following Ambition Statements from The Plan for North Lanarkshire. 15. Encourage the health and wellbeing of people through a range of social, cultural, and leisure activities. 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 Housing services that sit within the remit of the Chief Officer (Housing). 2.3 The information in Appendix 1 comprises the undernoted. Appendix 2 provides additional context in respect of the council’s approach to the measurement of indicators and setting of targets. • An ideal direction arrow - this indicates whether a higher or lower figure is the preferred direction of travel. • Measurement unit - for example whether the result is a %, a number, a unit cost (in £), or a ratio. • Performance results for the most recent financial years (depending on availability of data) along with the latest year’s target and corresponding RAG status (for indicators where it is appropriate to set targets). • The most recent 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 rising cost of living continues to place significant financial strain on our tenants and addressing this remains a key priority for our service. The Rent Assistance Fund, launched in February 2023, has proven instrumental in supporting tenants, particularly those on low incomes or receiving Universal Credit, by helping maintain stable tenancies during challenging times. Our dedicated Income Maximisers play a vital role in identifying additional financial aid for tenants, securing over £20.4 million in extra income last year alone. This support has led to improved financial outcomes for many households. Across the country, several Local Authorities have declared housing emergencies in response to escalating homelessness, soaring property costs, and a heavy reliance on temporary accommodation. In May 2024, the Scottish Government formally acknowledged a housing crisis by declaring a national housing emergency. In recent years, we have witnessed a concerning rise in homelessness presentations across the local area, highlighting the growing challenges faced by vulnerable individuals in our 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 135 of 272
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community. However, thanks to the continued dedication and proactive efforts of our locality teams and support staff, we have managed resources effectively and delivered targeted support. As a result, we achieved a notable reduction in presentation rates last year, an encouraging sign that our interventions are having a meaningful impact. We remain compliant with The Homeless Persons (Unsuitable Accommodation) (Scotland) Order 2014 and avoid the use of B&B-style placements, which are commonly relied upon by other authorities for temporary accommodation. Despite the current housing climate our overall performance and tenant satisfaction levels remain high and compare well with the Scottish Local Authority (LA) averages. Recent performance highlights 2.5 Rent arrears continues to reduce, with a further drop of 0.4% to 6.6%, 2.4% below our 9% target and below the 8.6% Scottish LA average. Whilst overall numbers remain high, homeless presentation rates have reduced significantly in 2024/25 rising by just 0.3%. This marks a considerable deceleration compared to the 13% increase recorded between 2021/22 and 2022/23 and the 16% rise observed between 2022/23 and 2023/24. The average time taken to close a homeless case is below our 6 month target at 24 weeks. The length of time taken to re-let empty properties continues to fall, improving by 5 days in the year, and we continue to make good steady progress towards meeting the Scottish Housing Quality Standard with a further 1.8% increase in compliance. Satisfaction with the repairs service has increase by a further 2.5% to 96.2%, comparing well with the Scottish LA average of 85.7%. Our average time to complete emergency repairs stands at just 2.67 hours, significantly outperforming the Scottish LA average of 3.77 hours. Year to date we are maintaining a strong position with an average of 3.02 hours, comfortably below our target of 3.75 hours. We’re also delivering a prompt service on non-emergency repairs, with an average completion time of 5.7 days, almost half the Scottish LA average of 10 days. Our year to date performance remains on track, consistently meeting the target timescale of 7 days. Areas of performance requiring improvement 2.6 96.6% of cases of anti-social behaviour reported in the last year were resolved at the year end and within the targets agreed locally. This compares favorably with the Scottish LA average of 89%. Due to the nature and calculation method of this statutory indicator there will always be several cases outstanding at year end, the SHR has recognised this issue and from next reporting year will include the carry forward in the calculation. Satisfaction with the standard of home when moving in dropped by 0.8% to 87.8% however, only 5.3% cited dissatisfaction, with the remaining 6.9% saying they were neither satisfied nor dissatisfied. Despite the low level of dissatisfaction, this area remains a priority and a focus of improvement for the service and a review of the reasons for dissatisfaction is ongoing. This information will be discussed with our repairs & locality teams as well as our contractors to ensure our high standard of lets is achieved consistently. Page 136 of 272
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Next steps 2.7 As noted in paragraph 1.5, the Strategic Performance Framework is supported by a Performance Reporting Schedule. This sets out the arrangements for service, statutory, and Strategic Performance Framework reporting to committee. In this respect the relevant Committee can expect to receive the following reports in respect of Housing areas of work during 2025 to 2026. Report Description Committee Committee cycle for next report Housing Regulator: annual landlord report This report presents the annual landlord report published by the Scottish Housing Regulator (SHR) which shows Scotland’s social landlords’ performance for both Local Authorities and Registered Social Landlords (RSL’s) against the Scottish Social Housing Charter (SSHC). • Latest report in November 2024: link to report Housing Committee Cycle 4 in 2025 Scottish Housing Regulator: Annual Assurance Statement Since April 2019, Social Landlords in Scotland are required to advise the Scottish Housing Regulator (SHR) if they meet the regulatory standards and requirements by submitting an Annual Assurance Statement between April and October each year. Each landlord should confirm in its Statement its level of compliance with all of the relevant requirements at section 3 of the Regulatory Framework. The SHR assesses each Statement as part of their regulatory risk assessment and publishes an engagement plan for each landlord. From March 2021, RSL engagement plans include a regulatory status which is the SHR judgment on whether the RSL complies with regulatory standards and requirements. • Latest report in August 2024: link to report Housing Committee Cycle 3 in 2025 Annual housing / Scottish Social Housing Charter performance report The annual performance report to tenants is designed to keep tenants, service users, and other customers informed of council performance and how the council is progressing towards meeting the outcomes of the Scottish Social Housing Charter (SSHC). Latest report published on the website October 2024: link to website n/a, published on the council’s website in the autumn each year Community safety hub performance and development Update on the performance of the Community Safety Hub following its merger into Housing. Latest report in August 2024: link to report Housing Committee Cycle 3 in 2025 Homeless performance and processes This report provides an update in terms of performance in relation to the provision of homelessness services which continued to be delivered throughout the pandemic and, despite the challenges the pandemic brought, highlights many areas of improved performance. Latest report in November 2024: link to report Housing Committee Cycle 4 in 2025 Page 137 of 272
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3. Measures of success 3.1 Measures of success include: • Regular oversight and monitoring of performance across the organisation to gain assurances in terms of governance and accountability. • Regular review and challenge processes to scrutinise the performance of the council to ensure effective use of resources and that resources are directed in accordance with agreed policy and according to priorities, while ensuring sound decision making and clear accountability for the use of resources in achieving improved outcomes for service users and the local community. • Performance monitoring, management, and reporting arrangements that support the demonstration of improved performance in local services and outcomes, and the delivery of Best Value. 4. Supporting documentation Appendix 1 - High-level performance overview. Appendix 2 - Note for information in respect of performance indicators and targets. Stephen Llewellyn Chief Officer (Housing) 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? Page 138 of 272
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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? 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? 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 139 of 272
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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 140 of 272
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Appendix 1 Housing High-level performance overview - as at July 2025 Page 141 of 272
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Appendix 2 Note for information in respect of performance indicators and targets It should be noted that the nature of particular areas of service being measured in order to assess and manage performance do not always lend themselves to a traditional approach to either measuring performance or setting targets, for example: • Some indicators (and targets) are required to monitor performance against a commitment or minimum standard the council has made in advance to achieve a stated level of performance when delivering a service. • Some indicators (and targets) are required to assess compliance with legislative requirements. • Some targets represent the level of performance that the council aims to achieve from a particular activity in either the short, medium, or long-term. • Some indicators are needed to help present a complete picture of performance in the round, as a single performance indicator used in isolation rarely tells the whole performance story and a range of indicators are required to reflect the economic, efficient, and effective aspects of demonstrating best value. • Some indicators and targets can help to support accountability to the public in terms of demonstrating best value and an efficient and effective approach to the delivery of services. • Some indicators are monitored to ensure the council complies with specific requirements, such as information governance or health and safety. • Some indicators are monitored to provide added context in order to help interpret performance results or supplement other existing measures. Information such as this can be critical to enhance knowledge and decision making in terms of demand to help determine priorities and allocate resources. • For some indicators it is not appropriate to set targets as it is the trend in the data (i.e. the direction of travel) that provides more meaningful information to allow for an assessment in relation to whether performance has improved. • Some indicators are national benchmarking indicators where their purpose is to allow for comparisons with other councils and the national average. These benchmarks are, in essence, can openers designed to focus questions on why variations in cost and performance are occurring between similar councils. • Some indicators are proxy measures, particularly in the case of measuring outcomes, as without directly measurable data for a desired outcome the only alternative is to use a proxy that is an indirect measure of the desired outcome but which is itself strongly correlated to that outcome. Page 144 of 272
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref SL/RD Date 27/08/25 Housing and Corporate Maintenance and Investment Services Contract: Interim Report From Stephen Llewellyn – Chief Officer (Housing) E-mail Llewellyns@northlan.gov.uk Telephone MS Teams Executive Summary The purpose of this report is to provide Committee with an Interim Performance Report on the 1st anniversary of the commencement of the Housing and Corporate Maintenance and Investment Services Contract (the “Contract”) and set out future committee reporting arrangements. Committee will recall a previous report from 2 May 2024 which provided the necessary approval to award the Contract to Mears Limited. This report also provides an update on the work undertaken to date. The Contract has allowed the council to access a range of maintenance, repair and essential compliance services for its Housing and Corporate property portfolio, under a single contractual agreement. These include: • gas servicing; • planned maintenance on tenanted, corporate and empty properties; • responsive repairs; • essential compliance services including; fire safety, gas safety, electrical testing, water testing and asbestos management; • some related call handling services; • investment projects/programmes; and • ad-hoc minor works. The Contract is for a minimum initial period of eight years with contract extensions available, at the council’s discretion, to a maximum contract duration of twelve years. The Contract has been operational since 1 July 2024. The estimated upper financial limit of the Contract, over the maximum duration of the contract, including contingency, is £1.8 billion. This report provides identified key performance indicator measurements against the Contract as well as performance in relation to the Scottish Housing Regulator and measuring the charter outcomes. This should ensure elected members have sufficient information to assess how Mears Limited performance supports the council in delivering against The Plan for North Lanarkshire, as well as producing a high level of service delivery, legal compliance and customer satisfaction. Item 12 Page 145 of 272
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1. Background 1.1 Committee will recall previous reports on the progress of the procurement of this Contract. On 2 May 2024 council provided the necessary approval to award the Contract to Mears Limited. Following approval, the Contract was signed on 22 May 2024 and a mobilisation phase commenced to ensure the Contract was ready to use for Contract commencement on 1 July 2024. 1.2 Since 1 July 2024 officers have utilised this Contract to deliver a range of maintenance, repair and essential compliance services to its Housing and Corporate property portfolio. 1.3 The purpose of this report is to provide Committee an Interim Report on the 1st anniversary of the commencement of the Contract and set out future committee reporting arrangements. 2. Report Contract Award 2.1 On 2 May 2024 council provided the necessary approval to award the Contract to Mears Limited. Following approval, the Contract was signed on 22 May 2024 and a mobilisation phase commenced to ensure the Contract was ready to use for Contract commencement on 1 July 2024. Contract Mobilisation 2.2 Supported by the appointed contractor Mears Limited, council officers worked to establish and implement a successful mobilisation phase, delivered in a condensed timeframe. Recommendations It is recommended that the Housing Committee: (1) acknowledge the operational performance of Mears Limited for both Housing and Corporate repairs, covering the period from 1 July 2024 to 30 June 2025; (2) acknowledge the enhanced contract management regime in place to support the management of this Contract; (3) acknowledge key Contract achievements in the first 12 months of operation, including the successful mobilisation of the Contract, integration of many transition contracts and Social Value deliverables; and (4) acknowledge the planned future committee reporting cycle arrangements. The Plan for North Lanarkshire Priority All priorities Ambition statement (24) Review and design services around people, communities, and shared resources Programme of Work Statutory / corporate / service requirement Page 146 of 272
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2.3 Due to unforeseen delays in awarding the Contract, the anticipated mobilisation period was greatly reduced and as such, some mobilisation related activities continued beyond Contract commencement. 2.4 The focus during the initial mobilisation period was to ensure the effective delivery of service on day 1 of the contract. Following this, officers worked at pace to ensure that all contract mobilisation activities were completed and closed down. Contract Commencement 2.5 The Contract commenced on 1 July 2024 and over the first year of operation has allowed the council to access a range of maintenance, repair and essential compliance services for its Housing and Corporate property portfolio, under a single contractual agreement. These include: • gas servicing; • planned maintenance on tenanted, corporate and empty properties; • responsive repairs; • essential compliance services including; fire safety, gas safety, electrical testing, water testing and asbestos management; • some related call handling services; • investment projects/programmes; and • ad-hoc minor works. 2.6 The services are being delivered to the following asset types including but not limited to: • Housing – approximately 36,500 homes including mainstream housing for social rent, retirement housing and supported needs including emergency homeless accommodation; and • Corporate - approximately 1200 buildings, which include public buildings, educational establishments, community facilities and other miscellaneous buildings. Transition Contracts 2.7 During the first 12 months of the Contract a total of 20 additional contracts have successfully transitioned to the new Contract and services are now being provided by Mears Limited, including via its supply chain. 2.8 All remaining in scope contracts are scheduled to transition at their expiry date to the new Contract by June 2026. 2.9 This process is being monitored by council officers working alongside existing service providers and Mears Limited to ensure essential service delivery continues. Social Value 2.10 Delivering social value at scale to benefit the local area was a key objective of the procurement. The community benefits approach was designed to deliver targeted benefits specific to the market and deliver outcomes. The Contractor’s social value commitments, which are contractualised, include: Page 147 of 272
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• creation of new jobs over the first three years of the contract, recruitment where possible from the local area; • commitment to provide a significant craft and modern apprenticeship programme; • scope for additional apprenticeships dependent on the extent to which the contractor secures Core Projects; • commitment to work placements over the duration of the contract, working with local schools, colleges and employability programmes and engaging with NL Education • Future Friday strategy to offer placements; • continued commitment to employing locally; • continue to contract with voluntary, community and social enterprises through its supply chain; • financial commitment to an innovation fund; • financial commitment to integrate the new services into their IT systems and interfaces with the council’s client management system; • continued commitment to a head office and operational depots in North Lanarkshire with upgraded accommodation; • commitment to diversifying its workforce through initiatives such as “Tradeswomen into Maintenance”, and the “Armed Forces Covenant”; • commitment to employee volunteering for local charities or community projects; and • offer knowledge and experience of developing training colleges to help the council realise its ambition of creating its construction skills academy. 2.11 Key Social Value highlights delivered during the first year of the Contract include: • 51 new apprenticeships created across the contract and supply chain; • 91% of workforce locally based; • Target exceeded for percentage of women hired on the contract; • Target exceeded for percentage of employees (BAME) hired on the contract; • Over £18 million spent through local supply chain; • Over 2000 hours of voluntary time provided to local groups and VCSE’s; • six local projects financially supported through the Mears Foundation; 2.12 Social Value outcomes continue to be monitored on a monthly basis against contractual commitments to ensure we can deliver the maximum benefit for our local communities. Contract Governance 2.13 The essential elements for effective contract management were established for Contract commencement, with the more advanced approaches developed and introduced, as a priority, throughout Contract Year 1. 2.14 The approach involves multiple layers of governance to provide essential scrutiny and oversight and set out clear roles and responsibilities for operational ownership, contract management and contract development activity. 2.15 The governance groups, their roles, meeting frequencies and council membership are detailed below: Page 148 of 272
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Governance Group Group Roles Meeting Frequency Council Membership Level 2 Enterprise Strategic Group • provide the strategic direction; • share lessons learned; and • Identify opportunities for continuous improvement. Quarterly Depute Chief Executive Chief Officer (Housing) Level 3 Contract Service Management Group • take ownership of, and commitment to, the success of the Contract; • consider the overall progress being made in terms of meeting the intended Contract objectives; • contribute to the Annual Service Delivery Plan content; • lead the Annual Review; • consider the overall performance of the Contract using the performance framework; • review the Strategic Maturity Monitoring Report; • assist with the management and resolution of Disputes; • monitor the strategies, priorities and targets for the Contract; • promote a shared culture of mutual trust and co-operation; • report to each party’s senior decision-makers on the progress and performance of the Contract, identifying any lessons that can be learned or practices that can be improved upon and obtaining any approvals or consents required; • consider the outcome of any Benchmarking and / or Market Testing and agree the follow on actions; Quarterly Chief Officer (Housing) Chief Officer (Asset and Procurement) Business Finance Manager Contract Performance and Assurance Manager Additional Chief Officers as required Page 149 of 272
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• consider the levels of maturity to be obtained against the Strategic Maturity Matrix SPIs; and • act as the final point of escalation for strategic issues emerging from the Contract. Level 4 Contract Delivery Management Group • contribute to the development and subsequent monitoring of the Annual Service Delivery Plan and other specific commitments made by the Contractor in other Plans (including those submitted as part of its final tender); • support the Service Management Group in ensuring progress and performance in accordance with the Annual Service Delivery Plan; • monitor the progress and performance of the Contractor against the KPIs and SPIs; • review and approve the Performance Monitoring Report; • review and approve the Risk Register; • monitor the development of a shared culture of mutual trust and cooperation, considering proposals for improvement, and making recommendations to the Service Management Group; and • identify any lessons that can be learned or practices that can be improved upon and obtain any approvals or consents required to refine practices accordingly. Monthly Investment Manager Contract Strategy Manager Housing Repairs Manager Corporate Repairs Manager Contract Performance and Assurance Manager Level 5 Contract Service Delivery Groups • coordinate and oversee the effective delivery of the Services. Weekly Investment Manager or Contract Strategy Manager or Housing Repairs Manager or Page 150 of 272
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Corporate Repairs Manager as required Programme Manager Project Delivery Manager 2.16 To further support the enhanced approach to contract management, an Enterprise Contracts Performance and Assurance team has been established to support Contract governance arrangements for this Contract and other Enterprise Contracts (namely the Roads and Infrastructure Maintenance and Improvement Services Contract). 2.17 As part of the councils approach to enhanced contract management, a suite of toolkits has been developed to support and monitor key aspects of the Contract. 2.18 The following tools are now operational to support the enhanced contract management approach: • Contractual spend tracker • Service Credit Model calculator • Social Value Tracker • Obligation Register • KPI monitoring dashboard with trend forecasts • Contract risk register • Change Control register • Core Projects register • Annual Service Delivery Plan 2.19 A diagram of the governance structure is included below: Page 151 of 272
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2.20 The Project Board has continued to meet regularly to oversee mobilisation, Contract commencement and provide strategic oversight and governance for all Enterprise Contracts and will continue to meet through Contract Year 2 and beyond. Key Performance Indicators 2.21 The Contract allows for an enhanced approach to performance monitoring through the use of Strategic Performance Indicators (SPI’s) and operational Key Performance Indicators (KPI’s), including the introduction of a Service Credit Model with financial deductions for failure to meet KPI’s. 2.22 While the Service Credit Model applies from the anniversary of the Contract commencement date onwards, the recording of strategic and operational performance indicators began at Contract commencement and provides for a comprehensive range of performance measures covering Capital Investment, Planned Maintenance, Reactive Repairs, Voids, Inspections, Health and Safety, Customer Satisfaction, Complaints, and Value for Money. 2.23 The KPI outputs for Contract Year 1 are available at Appendix 1 (Housing) and Appendix 2 (Corporate). 2.24 A small number of KPI’s do not yet have available data to allow for robust reporting or, have not generated data during the operational period to produce an output. Where required, performance monitoring of these areas is carried out through the contract governance groups. Further details on these KPI’s and exclusion information is provided in Appendix 4. Page 152 of 272
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Housing Property Performance 2.25 97.34% of Immediate Response jobs were completed within timescale from 1st July 2024 – 30th June 2025 which exceeds the 95% target. The corresponding KPI is 3.1a which is recorded on a monthly basis. 2.26 99.03% of Normal Response jobs were completed within timescale from 1st July 2024 – 30th June 2025 which exceeds the 95% target. The corresponding KPI is 3.1b which is recorded on a monthly basis. 2.27 97.89% of Void Repair Orders were completed within timescale from 1st July 2024 – 30th June 2025 which exceeds the 95% target. The corresponding KPI is 3.4 which is recorded on a monthly basis. 2.28 94.03% of repairs completed right first time from 1st July 2024 – 30th June 2025 which did not meet the 95% target. The corresponding KPI is 3.2 which is recorded on a monthly basis. 2.29 Customer satisfaction for Mears Limited is 94.31% for 1st July 2024 – 30th June 2025 which did not meet the 95% target. The corresponding KPI is 5.3 which is recorded on a monthly basis. The 2023/24 Scottish average was 87.0% (2024/25 figure not yet published). We continue to receive various methods of surveys which include completed surveys online from tenants and at the post inspection stage of works, undertaken by our Technical Officers. 2.30 The figures noted above can be viewed in Appendix 1. Corporate Property Performance 2.31 94.75% of Immediate Response jobs were completed within timescale from 1st July 2024 – 30th June 2025. This does not meet the 95% target. The corresponding KPI is 3.1a which is recorded on a monthly basis. 2.32 98.99% of Normal Response jobs were completed within timescale from 1st July 2024 – 30th June 2025. This exceeds the 95% target. The corresponding KPI is 3.1b which is recorded on a monthly basis. 2.33 99.32% of repairs completed right first time from 1st July 2024 – 30th June 2025 which exceeds the 95% target. The corresponding KPI is 3.2 which is recorded on a monthly basis. 2.34 It should be noted that Customer Satisfaction is under review in terms of collecting data from service users. Satisfaction is currently measured at the post inspection stage of works, undertaken by our Technical Officers. The corresponding KPI is 5.3 which is recorded on a monthly basis. 2.35 These figures can be viewed in Appendix 2. Frontline Resolutions 2.36 Forty-two Stage One complaints were received in relation to Mears Limited for the period 1st July 2024 – 30th June 2025. The corresponding KPI is 5.4 which is recorded on a monthly basis. Page 153 of 272
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2.37 An analysis of all complaints received is undertaken by Housing Property to allow any re-occurring issues to be addressed and associated service improvement actions to be progressed. 2.38 The figures noted above can be viewed in Appendix 1. 2.39 There are no complaints relating to Corporate Property from 1st of July 2024 – 30th June 2025. Investigations 2.40 Three stage 2 complaints were received in relation to Mears Limited for the period 1st July 2024 – 30th June 2025. These are already captured in the returns for KPI 5.4. An analysis of all complaints received is undertaken by Housing Property to allow any re- occurring issues to be addressed and associated service improvement actions to be progressed. Core Projects 2.41 The Investment Team within the Housing Service deliver the Housing Capital Programme. Within the Contract there are a number of thematic programme areas which are in scope for capital investment works to be carried out. This means that Mears Limited can have first opportunity to price for the work to be carried out by them through the contract. 2.42 As part of the enhanced contract management arrangements, officers working alongside Mears Limited have prepared an Annual Service Delivery Plan. This document outlines the council’s forecast requirements for the year ahead, including Core Services and Core Projects, anticipated budgets, high level scoping information and project timelines. The creation of this document has allowed the council and Mears Limited to forward plan, gain early awareness of upcoming projects, identifying resourcing requirements and potential supply chain opportunities. 2.43 The extent to which Mears Limited secure Core Projects is determined by Best Value testing via the engagement process. Should the council determine that Mears Limited’s offer to deliver a Core Project does not constitute Best Value, then the Council will procure and manage the requirement by other means. This commercial approach ensures that the Council will always pay the ‘market rate’ for Core Projects. 2.44 The following table provides an overview of the Core Projects issued via the engagement process for Contract Year 1: Core Projects Count Value (circa) Awarded (via Core Projects) 9 £22.6m Not awarded (via Core Projects) 8 £13m In progress (under consideration) 14 £7.5m Totals 31 £43.1m Page 154 of 272
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2.45 The Councils kitchen and bathroom renewal programme accounts for a significant value of the awarded Core Projects to date. Similarly, a significant value of Core Projects not awarded through this Contract relate to other aspects of the housing capital programme. These projects will be procured via traditional procurement methods in line with General Contracts Standing Orders. A summary of the awarded and declined Core Projects issued via the engagement process are included in Appendix 3. 2.46 The Investment Team have also implemented the use of Fastdraft which is a system that provides an enhanced approach to contract management. The first two contracts that the system will be used to manage Mears Limited through are currently being finalised, however it is anticipated that all contract management arrangements for Housing capital core projects will be delivered through the newly implemented system. Contractual Spend 2.47 Contractual spend is monitored on a weekly basis, with summary reports provided to key stakeholders. An overview of Contract Year 1 spend is included below: Year 1 actual Core Services £64.4m Core Projects £5m Mobilisation £600k Totals £70m 2.48 While spend to date on Core Projects is below the forecast level, there are 4 main attributing factors to consider, namely: • the period in which Core Projects are awarded, in comparison to when costs are then incurred. In most Core Projects there is likely to be a period before payments are due; • The first Core Project request was finalised in November 2024, 5 months into contract operation; • the forecast figures include a 25% contingency against budget; and • the requirement for the Council to secure Best Value through Core Projects, with an estimated £13m not being instructed through this Contract. 2.49 The award of an estimated £22.6m of Core Project work is anticipated to increase Core Project spend from Contract Year 2 onwards. Future Reporting 2.50 To ensure committee receives sufficient updates on the Contract, an Annual Report will be presented to the Housing committee at cycle 3, providing an overview of the achievement of SPIs, KPIs, Social Value outcomes, Contract spend, any applicable Service Credits and Strategic Maturity monitoring for each contractual year. 2.51 Further, an operational performance report providing committee with interim updates on performance against operational KPIs, Contract spend, and Social Value outcomes will be presented to the Housing committee at cycle 1 for each contractual year. Page 155 of 272
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2.52 The Contract commencement date was originally intended to align with council financial reporting periods (April to March), however due to unforeseen delays in awarding the Contract, the Contract commenced on 01 July 2024. Therefore, Contract Year 1 currently misaligns with the intended financial year reporting cycle. 2.53 A Deed of Variation to the Contract will correct this by extending Contract Year 1 to March 2026 for reporting purposes, therefore allowing all future Contract years to run April to March as originally intended. 2.54 The realignment of Contract reporting dates does not impact the original contract term, contractual obligations relating to Social Value commitments, KPI requirements or, the application of the Service Credit Model. Risk 2.55 Risks relating to the Contract are being managed at an operational level through a contract risk register and at a corporate level. 2.56 Risks previously identified via the Enterprise Project procurement which remain live and relevant have been transferred to the contract risk register which is monitored and reviewed on a monthly basis by the Level 4 governance group. New risks relating specifically to the Contract are added to this register on an ongoing basis. 2.57 A risk escalation process is in place across the governance structure to ensure appropriate oversight and management of risks throughout the life of the contract. 3 Measures of success 3.1 The Contract delivers all contractual obligations, meets performance targets and additionally contributes to the following outcomes: • shape North Lanarkshire; • enhance our economy; • regenerate our communities; • provide cohesive maintenance and repairs; • focus on whole life investment; • achieve more efficient and effective delivery; • move towards more sustainable and carbon neutral communities; and • provide access to additional resources. 4 Supporting documentation Appendix 1 – Key Performance Indicators (Housing) Appendix 2 – Key Performance Indicators (Corporate) Appendix 3 – Core Projects Summary Appendix 4 – Key Performance Indicator Exclusions Page 156 of 272
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Stephen Llewellyn Chief Officer (Housing) 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 ☐ Page 157 of 272
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If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). Page 158 of 272
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If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 159 of 272
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Appendix 1 – Key Performance Indicators (Housing) Page 160 of 272
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Housing KPIs Contract Year 1 Ref Indicator Reportin g frequenc y Target P1 Jul 24 P2 Aug 24 P3 Sep 24 Qtr 1 Jul - Sep 24 P4 Oct 24 P5 Nov 24 P6 Dec 24 Qtr 2 Oct - Dec 24 P7 Jan 25 P8 Feb 25 P9 Mar 25 Qtr 3 Jan - Mar 25 P10 Apr 25 P11 May 25 P12 Jun 25 Qtr 4 Apr - Jun 26 Year 1 Jul 24 - Jun 25 1.1 Programme milestones met in accordance with the accepted Capital Programme Plan and associated pricing. Monthly 95% – – – – – 1.2 Percentage of projects designed in accordance with the accepted Programme. Quarterly 90% – – – – – – – – – – – – – – – – – 1.3 Percentage of project milestones delivered in accordance with the accepted specification and Programme. Monthly 95% – – – – – 1.4 Percentage of Capital Programme defects (arising since completion that result from workmanship or material failures) rectified by the contractor within the agreed defects period. Quarterly 98% – – – – – – – – – – – – – – – – 2.1 Programme milestones met in accordance with the accepted Planned Maintenance Plan and associated pricing. Annual 95% – – – – – – – – – – – – – – – – 2.2 Percentage of Orders delivered in accordance with the accepted Planned Maintenance Sub- Programme Plan. Annual 95% – – – – – – – – – – – – – – – – 2.3 Percentage of Planned Maintenance defects (arising since completion that result from workmanship or material failures) rectified by the contractor within the agreed defects period. Annual 95% – – – – – – – – – – – – – – – – 3.1 Percentage of total reactive repair Core Service Orders completed within the Order Completion Period. – – – – – – – – – – – – – – – – – – – Page 162 of 272
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a) Immediate Response Monthly 95% 98.09% 98.29% 98.24% – 98.42% 98.20% 97.89% – 97.85% 96.70% 95.92% – 96.87% 95.52% 95.74% – 97.34% b) Normal Response Monthly 95% 99.41% 99.83% 99.84% – 99.78% 99.78% 99.63% – 99.76% 99.45% 98.15% – 99.15% 99.13% 94.11% – 99.03% 3.2 Percentage of Reactive Maintenance Orders completed right first time. Monthly 95% 98.51% 96.12% 95.52% – 95.27% 94.41% 95.77% – 94.45% 93.19% 92.61% – 91.48% 89.87% 90.10% – 94.03% Housing KPIs Contract Year 1 Ref Indicator Reportin g frequenc y Target P1 Jul 24 P2 Aug 24 P3 Sep 24 Qtr 1 Jul - Sep 24 P4 Oct 24 P5 Nov 24 P6 Dec 24 Qtr 2 Oct - Dec 24 P7 Jan 25 P8 Feb 25 P9 Mar 25 Qtr 3 Jan - Mar 25 P10 Apr 25 P11 May 25 P12 Jun 25 Qtr 4 Apr - Jun 26 Year 1 Jul 24 - Jun 25 3.3 Percentage of Reactive Maintenance Orders completed right first time - Defects should be rectified within 5 working days Monthly 95% 100% 100% 100% – 75% 100% 0% – N/A N/A 100% – N/A 100% 100% – 91.67% 3.4 Percentage of void repair Orders completed within the Order Completion Period. Monthly 95% 99.01% 99.45% 98.00% – 98.68% 99.40% 98.21% – 97.19% 98.67% 95.98% – 96.31% 97.41% 95.48% – 97.89% 3.5 Percentage of Voids defects (arising since completion that result from workmanship or materials failures) rectified by the contractor within the agreed defects period. Monthly 95% 100% 100% 50.00% – 100% 100% 100% – 100% 100% N/A – 100% N/A N/A – 95.65% 4.1 Percentage of statutory compliance inspections completed and documented each month compared to the agreed Compliance Plan schedule – – – – – – – – – – – – – – – – – – – a) Gas b) Electrical c) Asbestos d) Water systems e) Other Annual 100% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 4.2 Collection of 'as-fitted' asset and aligned O&M information within agreed post-completion timescales. Monthly 95% N/A N/A N/A – N/A N/A N/A – N/A N/A N/A – N/A N/A N/A – N/A 4.3 Number of interventions per annum from the HSE, SEPA or other body on health, safety and environmental issues Monthly 0 0 0 0 – 0 0 0 – 0 0 0 – 0 0 0 – 0 Page 163 of 272
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4.4 Reportable accident frequency rate (the rate includes the sub- contractor’s workforce) over a rolling 12 months. Monthly 0 2.42 0.00 0.00 – 0.00 7.25 0.00 – 4.83 2.42 0.00 – 0.00 2.42 0.00 – 1.61 4.5 Number of actions identified through accident\incident investigations remaining open and overdue against agreed timescales. Monthly 0 0 0 0 – 0 1 0 – 0 0 0 – 0 0 0 – 1 5.1 Percentage of scheduled Contractor appointments missed by the Contractor. Monthly 5% N/A N/A N/A – N/A N/A N/A – N/A N/A N/A – N/A N/A N/A – N/A Housing KPIs Contract Year 1 Ref Indicator Reportin g frequenc y Target P1 Jul 24 P2 Aug 24 P3 Sep 24 Qtr 1 Jul - Sep 24 P4 Oct 24 P5 Nov 24 P6 Dec 24 Qtr 2 Oct - Dec 24 P7 Jan 25 P8 Feb 25 P9 Mar 25 Qtr 3 Jan - Mar 25 P10 Apr 25 P11 May 25 P12 Jun 25 Qtr 4 Apr - Jun 26 Year 1 Jul 24 - Jun 25 5.2 Customer satisfaction with completed projects achieved through post- scheme surveys over a 12 month rolling period. Monthly 95% N/A N/A N/A – N/A N/A N/A – N/A N/A N/A – N/A N/A N/A – – 5.3 Customer satisfaction with completed Reactive Repairs per month. Monthly 95% 92.48% 93.75% 96.58% – 96.00% 94.42% 91.01% – 92.68% 90.40% 92.54% – 98.18% 94.51% 95.70% – 94.31% 5.4 Number of justified complaints (relating to the Contractor's activities) per month received from our customers. Monthly 5 1 2 1 – 3 6 2 – 3 3 3 – 5 8 5 – 42 5.5 Percentage of client requests for service information to support Freedom of Information responses or complaints dealt with within the agreed timescale. Monthly 95% 0 0 0 – 0 0 0 – 0 0 0 – 0 0 0 – 0 5.6 Percentage of calls answered within agreed timescale. Monthly 90% 94.91% 94.77% 94.63% – 94.70% 94.62% 94.70% – 94.79% 93.23% 94.99% – 95.23% 95.03% 95.12% – 94.73% 6.1 Not used – – N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 6.2 Orders completed but not charged within 30 days Monthly 5% 0.00% 0.06% 0.03% - 0.05% 0.00% 0.10% – 0.05% 0.12% 0.07% – 0.05% 0.16% 0.20% – 0.07% 6.3( a) Orders outstanding beyond target completion date (a) Immediate Response Repair Monthly 5% 0.26% 0.06% 0.45% – 0.14% 1.48% 1.03% – 0.14% 0.03% 0.43% – 0.89% 0.33% 0.45% – 0.48% Page 164 of 272
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6.3 (b) Orders outstanding beyond target completion date (b) Normal Response Repair Monthly 5% 0.00% 0.04% 0.11% – 0.33% 1.40% 1.05% – 0.02% 0.09% 0.55% – 0.95% 0.86% 2.64% – 0.68% 6.3 (c) Orders outstanding beyond target completion date (c) Voids Monthly 5% 0.00% 0.00% 0.00% – 0.45% 0.92% 4.13% – 0.86% 0.71% 1.45% – 3.01% 1.69% 1.93% – 1.31% 6.4 Number of disputes resolved within 28 days of notification Monthly 95% N/A N/A N/A – N/A N/A N/A – N/A N/A N/A – N/A N/A N/A – – 6.5 Number of sub-contractor invoices paid within the agreed payment terms Monthly 95% 100% 100% 66.52% – 100% 100% 99.63% – 91.37% 98.92% 100% – 100% 100% 100% – 96.84% 7.1 Compliance with year 1-3 commitments set out in the Contractor's submission (and confirmed during the Mobilisation Period). Annually 80% – – – – – – – – – – – – – – – – Page 165 of 272
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Appendix 2 – Key Performance Indicators (Corporate) Page 166 of 272
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Corporate KPIs Contract Year 1 Ref Indicator Reporting frequency Target P1 Jul 24 P2 Aug 24 P3 Sep 24 Qtr 1 Jul - Sep 24 P4 Oct 24 P5 Nov 24 P6 Dec 24 Qtr 2 Oct - Dec 24 P7 Jan 25 P8 Feb 25 P9 Mar 25 Qtr 3 Jan - Mar 25 P10 Apr 25 P11 May 25 P12 Jun 25 Qtr 4 Apr - Jun 26 Year 1 Jul 24 - Jun 25 1.1 Programme milestones met in accordance with the accepted Capital Programme Plan and associated pricing. Monthly 95% – – – – – 1.2 Percentage of projects designed in accordance with the accepted Programme. Quarterly 90% – – – – – – – – – – – – – 1.3 Percentage of project milestones delivered in accordance with the accepted specification and Programme. Monthly 95% – – – – – 1.4 Percentage of Capital Programme defects (arising since completion that result from workmanship or material failures) rectified by the contractor within the agreed defects period. Quarterly 98% – – – – – – – – – – – – – 2.1 Programme milestones met in accordance with the accepted Planned Maintenance Plan and associated pricing. Annual 95% – – – – – – – – – – – – – – – – 2.2 Percentage of Orders delivered in accordance with the accepted Planned Maintenance Sub- Programme Plan. Annual 95% 100% 100% 100% – 100% 100% 100% – 100% 100% 100% – 100% 100% 100% – 100% 2.3 Percentage of Planned Maintenance defects (arising since completion that result from workmanship or material failures) rectified by the contractor within the agreed defects period. Annual 95% – – – – – – – – – – – – – – – – 3.1 Percentage of total reactive repairs completed within the Order Completion Period. – – – – – – – – – – – – – – – – – – – a) Immediate Response Monthly 95% 94.38% 98.08% 95.48% – 97.32% 98.01% 99.42% – 91.10% 91.37% 90.50% – 96.60% 96.95% 96.23% – 94.75% b) Normal Response Monthly 95% 100% 99.54% 99.06% – 100% 99.59% 100% – 99.39% 98.12% 98.51% – 98.33% 99.62% 97.83% – 98.99% Page 168 of 272
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3.2 Percentage of Reactive Maintenance Orders completed right first time. Monthly 95% 98.59% 99.84% 99.15% – 99.88% 99.30% 99.48% – 99.73% 98.88% 99.01% – 98.11% 99.57% 99.85% – 99.32% Corporate KPIs Contract Year 1 Ref Indicator Reporting frequency Target P1 Jul 24 P2 Aug 24 P3 Sep 24 Qtr 1 Jul - Sep 24 P4 Oct 24 P5 Nov 24 P6 Dec 24 Qtr 2 Oct - Dec 24 P7 Jan 25 P8 Feb 25 P9 Mar 25 Qtr 3 Jan - Mar 25 P10 Apr 25 P11 May 25 P12 Jun 25 Qtr 4 Apr - Jun 26 Year 1 Jul 24 - Jun 25 3.3 Percentage of Reactive Maintenance Orders completed right first time - Defects should be rectified within 5 working days Monthly 95% N/A N/A 100% – N/A 0% 100% – 0% 100% 0% – 50% 100% N/A – 68.75% 4.1 Percentage of statutory compliance inspections completed and documented each month compared to the agreed Compliance Plan schedule – – – – – – – – – – – – – – – – – – – a) Gas b) Electrical c) Asbestos d) Water systems e) Other Annual 100% – – – – – – – – – – – – – – – – 4.2 Collection of 'as-fitted' asset and aligned O&M information within agreed post-completion timescales. Monthly 95% N/A N/A N/A – N/A N/A N/A – N/A N/A N/A – N/A N/A N/A – – 4.3 Number of interventions per annum from the HSE, SEPA or other body on health, safety and environmental issues Monthly 0 0 0 0 – 0 0 0 – 0 0 0 – 0 0 0 – 0 4.4 Reportable accident frequency rate (the rate includes the sub-contractor’s workforce) over a rolling 12 months. Monthly 0 2.42 0.0 0.0 – 0.00 7.25 0.00 – 4.83 2.42 0.00 – 0.00 2.42 0.00 – 1.61 4.5 Number of actions identified through accident\incident investigations remaining open and overdue against agreed timescales. Monthly 0 0 0 0 – 0 1 0 – 0 0 0 – 0 0 0 – 1 5.1 Percentage of scheduled Contractor appointments missed by the Contractor. Monthly 5% N/A N/A N/A – N/A N/A N/A – N/A N/A N/A – N/A N/A N/A – – 5.2 Customer satisfaction with completed projects achieved through post-scheme surveys Monthly 95% – – – – – Page 169 of 272
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over a 12 month rolling period. 5.3 Customer satisfaction with completed Reactive Repairs per month. Monthly 95% 98.54% 99.66% 97.60% – 100% 98.70% 98.70% – 96.80% 98.35% 99.72% – 99.35% 99.11% 100% – – Corporate KPIs Contract Year 1 Ref Indicator Reporting frequency Target P1 Jul 24 P2 Aug 24 P3 Sep 24 Qtr 1 Jul - Sep 24 P4 Oct 24 P5 Nov 24 P6 Dec 24 Qtr 2 Oct - Dec 24 P7 Jan 25 P8 Feb 25 P9 Mar 25 Qtr 3 Jan - Mar 25 P10 Apr 25 P11 May 25 P12 Jun 25 Qtr 4 Apr - Jun 26 Year 1 Jul 24 - Jun 25 5.4 Number of justified complaints (relating to the Contractor's activities) per month received from our customers. Monthly 2 0 0 0 – 0 0 0 – 0 0 0 – 0 0 0 – 0 5.5 Percentage of client requests for service information to support Freedom of Information responses or complaints dealt with within the agreed timescale. Monthly 95% 0 0 100% – 0 0 0 – 0 0 0 – 0 0 0 – 100% 6.1 Not used – – – – – – – – – – – – – – – – – – – 6.2 Orders completed but not charged within 30 days Monthly 5% 0% 0% 0% – 0.07% 0.07% 0% – 0.43% 0.19% 0.06% – 0.09% 0.16% 0% – 0.08% 6.3 (a) Orders outstanding beyond target completion date (a) Immediate Response Repair Monthly 5% 0.00% 0.00% 0.00% – 0.00% 0.00% 0.00% – 3.42% 0.00% 0.00% – 0.00% 0.00% 1.38% – 0.58% 6.3 (b) Orders outstanding beyond target completion date (b) Normal Response Repair Monthly 5% 0.00% 0.00% 1.05% – 0.12% 0.00% 0.00% – 0.61% 0.20% 0.18% – 0.50% 0.89% 0.95% – 0.40% 6.4 Number of disputes resolved within 28 days of notification Monthly 95% N/A N/A N/A – N/A N/A N/A – N/A N/A N/A – N/A N/A N/A – – 6.5 Number of sub-contractor invoices paid within the agreed payment terms Monthly 95% 100% 95.92% 74.29% – 100% 100% 91.21% – 100% 100% 100% – 100% 100% 98.06% – 97.48% Page 170 of 272
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Appendix 3 – Core Projects Summary Core Projects (awarded) Ref No Project Request Brief project details Proceed to Project Engagement Project Proposal Project Value Projected 008 Kitchen and Bathrooms Replacement of kitchens and bathrooms in domestic dwellings Yes Accept £20m 007 Fire Doors Supply and installation of 60 minute fire doors to sheltered and supported accommodation blocks Yes Accept £1.5m 026 Low Rise Fire Doors FD30s Fire Door replacement and ancillary works at various properties Yes Accept £500k 009 WNF Concrete repairs to tower blocks Yes Accept £200k 006 Sports Hall Floors Our Lady's HS Cumbernauld Replace three sports hall floors, ventilation resolution, floor painting. Yes Accept £185k 011 Cambusnethan Children’s House Refurbishment of 6 No bedrooms and en-suite bathrooms, replacement lighting and new sanitaryware. Yes Accept £100k 005 John Smith Court Platform Lift Installation (Pilot) Install 2 x lifts at John Smith Court Yes Accept £100k 014 Condorrat Nursery Class Creation of two nursery classes Yes Accept £18k 013 Installation of toilet and changing area at Glencairn Nursery Creation of an additional WC, WHB and boot room Yes Accept £16k Core Projects (not awarded) Ref No Project Request Brief project details Proceed to Project Engagement Project Proposal Project Value Projected 003 Controlled Door Entry Supply and installation of new controlled door entry systems and partial installations across domestic properties Yes Decline £6m 002b Rewires - Communal Areas Rewiring to communal areas Yes Decline £2m 015 Lift Replacements Replacement of 10 lifts across 5 sites No (Contractor declined opportunity) - £1.5m 016 Electric Heating Replacement of electric heating within domestic properties Yes Decline £1.5m 001 Lead Mains Replacement of lead mains and survey works Yes Decline £750k 002a Rewires - Domestic Rewiring to domestic properties following a failed EST Yes Decline £750k 010 Emergency Lighting in Towers and Car Park Lighting 1. Replacement of emergency light fittings in 5nr tower blocks 2. Replacement of external car park lighting at 2nr tower blocks Yes Decline £400k 024 Roof Repair Phase 2 St Lucy’s Primary School, Cumbernauld Replacement of failed roof tiles on pitched roof, replace existing timber battens and existing plywood sarking boards below the roof tiles Yes Decline £150k Page 171 of 272
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Appendix 4 – Key Performance Indicator Exclusions KPI Ref: Exclusion Reason Remedial Actions Housing 1.1-1.4 No Core Project data to report for period. Indicator will provided data from July 2025. New balanced scorecard created which aligns with KPI measures and contractual requirements. 2.1-2.3 Cyclical maintenance not currently coded to allow for identification Data requirements to report on this are being included in the replacement housing management system. 4.2 No current identifier available within contractor system to collate data. For capital works, data provided at project completion. For works out with this, a suitable approach is being agreed with clear timescales for compliance. 5.1-5.2 Cannot currently be measured due to ongoing data integrity issues within NLC systems. Indicator currently paused. Data requirements to report on this are being included in the replacement housing management system. 6.1 ASDP year not complete. Data not yet produced. None required 6.4 No disputes raised None required Corporate 1.1-1.4 No Core Project data to report for period. Indicator will provided data from July 2025. New balanced scorecard created which aligns with KPI measures and contractual requirements. 2.1 Milestones not previously used to monitor programme KPI monitoring regime being developed with client service. 2.3 No defects to report None required 4.2 No current identifier available within contractor system to collate data. For capital works, data provided at project completion. For works out with this, a suitable approach is being agreed with clear timescales for compliance. 5.1 Cannot currently be measured due to ongoing data integrity issues within NLC systems. Indicator currently paused. Data requirements to report on this are being included in the replacement housing management system. 6.1 ASDP year not complete. Data not yet produced. None required 6.4 No disputes raised None required Page 172 of 272
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref GT/VR Date 27/08/25 HRA Medium Term Financial Plan 2026/27 to 2030/31 From Greg Telfer, Chief Officer (Finance) E-mail robertsv@northlan.gov.uk Telephone Veronica Roberts, Business Finance Manager Executive Summary The aim of this report and the plan is to provide a financial forecast for the Housing Revenue Account (HRA) over a five-year medium term to 2030/31. The assumptions made within the plan will continue to be kept under review with further updates reported as appropriate before approval of the HRA 2026/27 Revenue Estimates in December 2025. The report outlines the challenges faced by the HRA in maintaining medium term financial stability, whilst achieving its desired service ambitions. Taking the approved 2025/26 budget as the baseline, this plan applies key financial planning assumptions focussing on those factors which have the greatest potential to impact the HRA’s forecast financial position in the medium term, including pay inflation, repairs contract inflation and the impact of capital investment. Whilst the position reported is the envisaged financial forecast for the HRA, the sensitivity of the assumptions made is also considered within the risks and uncertainties section. This demonstrates how the financial forecast could alter as a result of changes to key assumptions. The plan illustrates the cost pressures and, where appropriate, cost reductions that the HRA is likely to encounter over the next 5 years, providing Committee with an anticipated budget gap to inform the rent setting process. Members will be required to consider options for closing the gap through adjusted service delivery and/or setting rental increases. Table 1 below provides the summary forecast of the net cost pressures for the HRA. This is the budget gap position which requires to be closed to produce a balanced budget. £m 2026/27 12.203 2027/28 7.528 2028/29 10.174 2029/30 8.365 2030/31 9.515 Total 47.785 Table 1- Total NET Cost Pressure Item 13 Page 173 of 272
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1. Background 1.1 Income and expenditure in relation to a local authority’s own direct provision of housing must be recorded within a Housing Revenue Account (HRA) as set out in the Housing (Scotland) Act 1987. In addition, this Act sets out the requirement for local authorities to set an annual budget to support sound financial management and help ensure that expenditure is linked to the key priorities of tenants. 1.2 A key element of sound financial management for the Housing Revenue Account (HRA) is ensuring financial sustainability over the medium to longer term by considering and planning effectively to ensure the continuation of services and achievement of service goals and priorities in the context of the HRA’s operating environment. In 2024/25, the HRA aligned its financial planning process with the Councill’s, introducing a rolling 5- year medium term financial plan. This supplements the 30-year business model to support an informed decision-making process. 1.3 North Lanarkshire is Scotland’s largest local authority landlord, with a housing stock of approximately 36,000 and an average weekly rent of £92.69. 1.4 The HRA aims to set the annual budget and rent levels in December each year. 2. Report 2.1 This plan provides a five-year medium term financial forecast to 2030/31, considering the key factors influencing the HRA’s financial position. The plan illustrates the cost pressures and, where appropriate, cost reductions that the HRA is likely to encounter over the next 5 years, providing Committee with an anticipated budget gap to inform the rent setting process. Members will be required to consider options for closing the gap through adjusted service delivery and/or setting rental increases Forecast Expenditure 2.2 The HRA has 3 key costs which account for 79% of total expenditure. Recommendations It is recommended that the Housing Committee: (1) Approves the Medium Term Financial Plan for 2026/27 to 2030/31 and (2) Acknowledges that this plan is subject to change and ongoing review and that significant changes to key assumptions will be communicated to Elected Members The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (25) Ensure intelligent use of data and information to support fully evidence based decision making and future planning Programme of Work Statutory / corporate / service requirement Page 174 of 272
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These costs can be significantly affected by external factors which are predominantly out with the HRA’s control. This plan presents the assumptions around these key variables along with other more minor areas of cost pressure considerations. Employee Cost Pressures 2.3 Employee costs account for around 17% of the HRA expenditure, with the workforce being critical to the delivery of high-quality housing services. Cost pressures in relation to the workforce are therefore a key variable with the potential to have a significant financial impact. The key assumptions made around the cost pressures are explained in detail in the paragraphs below. 2.3.1 Pay Award 2025/26 As part of the 2025/26 budget setting, a provision was established to allow for a 3% pay award. Following negotiation between Trade Unions and Cosla, a 2 year pay settlement has been agreed with 4% being applicable during 2025/26. This rebase lining results in an additional cost pressure of £0.257m being incorporated into this plan. 2.3.2 Pay Award – Future Years A 3.5% pay award has been incorporated into this plan during 2026//27 as the year 2 element of the agreed pay settlement outlined in section 2.3.1. In line with the Council’s Medium Term Financial Plan, a 3% pay award has been assumed for each remaining 3 years of this financial plan resulting in an average cost pressure of c.£0.921m per annum. 2.3.3 Pension Costs As outlined within the HRA 5 Year Medium Term Financial Plan at Housing Committee on 28 August 2024, a provision had been included for a permanent reduction from 2026/27 in line with the result of the triennial revaluation of the Strathclyde Pension Fund. The outcome of which saw employer pension contributions reduced from 19.3% to a temporary reduced rate of 6.5% in 2024/25 and 2025/26 before returning to a longer term reduced rate of 17.5%. For the HRA this results in a permanent reduction in pension costs of £0.412m from 2026/27 however this will be a net cost pressure of £2.614m due to the temporary nature of the 2025/26 reduction reversing in 2026/27. Employee Costs 17% Repairs 40% Loan Charges 22% Table 2- HRA Key Expenditure Variables £m 2026/27 0.830 2027/28 0.832 2028/29 0.928 2029/30 0.992 2030/31 1.022 Table 3- Employee Costs Future Pay Award Page 175 of 272
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2.3.4 Other Pay Considerations North Lanarkshire Council offers a scale of payment model where salaries are increased by annual increments based on the job grade. Allowance of £0.275m has been made in 2026/27 to account for annual salary incremental uplifts. 2.3.5 Taking all of the above considerations into account the anticipated Employee Cost Pressures can be summarised in Table 4 below: Housing Repairs Contract Inflation 2.4 The largest area of spend for the HRA is for repairs and maintenance of the Council’s housing stock which includes planned maintenance on tenanted housing and empty properties, responsive repair work, gas servicing and essential compliance works. A combined contract for Housing Repairs with a minimum term of 8 years commenced from 1 July 2024. The contract is subject to annual inflation applied to the schedule of rates based on the Royal Institution of Chartered Surveyors' Building Cost Information Services' General Building Cost Index (BCIS). 2.4.1 During the 2024/25 budget setting, significant uncertainty existed around the funding requirement for housing repairs due to an unpredictable demand profile following the COVID pandemic, the impact of increased capital investment, changes to major contracts and ongoing uncertainty within the wider economy and how this would impact on inflation. To ensure continuation of the delivery of high quality and timely repairs, an assumption of 8% was included within the Revenue Estimates and a contingency sum was held centrally to be released as required. 2.4.2 During the 2025/26 budget setting, £1.722m of the contingency was identified as being required on a recurring basis to support provision including those associated with heating and tower services. For 2026/27 a further £1.556m will be applied to offset the anticipated repairs contract inflation with the balance of £0.610m to remain within contingency to help mitigate any remaining risk. 2.4.3 For 2026/27, a BCIS forecast of 2.5% has been incorporated within the plan. Thereafter BCIS forecasts are unavailable, as a result this plan has applied targeted CPI+1% at c. 3% for the remaining 4 years. After utilising part of the contingency balance for 2026/27, the future cost pressures for repairs contract inflation are as summarised in table 5 below. The budgetary requirements for future years will be kept under review. £m 2026/27 3.976 2027/28 0.832 2028/29 0.928 2029/30 0.992 2030/31 1.022 Table 4- Employee Cost Pressure Summary Page 176 of 272
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Borrowing Costs 2.5 The HRA continues to deliver an ambitious programme of improvement works and capital investment with a housing capital programme of £140m for 2025/26 alone. Capital investment covers both existing housing stock, where works are carried out to enhance and prolong the life of our assets and meet Scottish Housing Quality Standards and targets, as well as investment to increase our housing stock supply either through building and purchasing new build properties or buying back ex council stock or homes from the open market. The impact of continued and increased capital investment is the requirement for increased revenue borrowing costs. Fluctuations in interest rates and borrowing rates available for the Council makes borrowing costs to an extent a volatile cost pressure. Based on the current investment targets for the next 5 years and assuming a borrowing rate of 4.75%, it is anticipated that the HRA will incur additional borrowing costs of £3.567m in 2026/27 with a further £7.509m in 2027/28, £7.090m in 2028/29, £5.882m in 2029/30 and £7.271m in 2030/31. Other Cost Pressures 2.6 This plan also provides for further cost pressures anticipated to occur within the HRA over the next 5 years, these are discussed below. Capital Financed from Current Revenue (CFCR) 2.7 Committee will recall that as part of the setting of the 2024/25 HRA budget, a reduction in CFCR was approved in order to restrict the rent increase required. This was at an additional recurring cost of £0.890m from 2026/27. This cost would increase by a recurring c. £0.445m for each year the reduction is applied. In order to mitigate some financial risk associated with higher recurring borrowing this plan assumes a temporary reinstatement of CFCR of £4.760m during 2026/27. Continuation of the reinstatement would be considered in future years to ensure the most appropriate use of these resources. General Contract Inflation 2.8 In addition to the repairs contract inflation detailed above, the HRA has a number of other contracts which will attract inflationary uplifts. These include grounds £m 2026/27 - 2027/28 1.646 2028/29 1.845 2029/30 1.900 2030/31 1.957 Table 5- Housing Repairs Contract Inflation £m 2026/27 3.567 2027/28 7.509 2028/29 7.090 2029/30 5.882 2030/31 7.271 Table 6- Borrowing Costs Page 177 of 272
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maintenance and close cleaning. CPI forecasts have been applied to the contract values resulting in a provision of £0.128m for 2026/27, £0.134m in 2027/28, £0.139m in 2028/29, £0.150m in 2029/30 and £0.154m in 2030/31. In addition to the inflation outlined above some cost burdens have been identified as outlined below: 2.9 Garden waste The 2025/26 Medium Term Financial plan outlined the Council’s plan to introduce a charge for the uplift of brown garden waste bins through the issue of bin permits and the option to meet this cost for HRA tenants through rents. Based on initial assumptions, a budget of £0.720m had been provided within the 2025/26 budget. Since the implementation of the permit scheme a review of those properties requiring the permit has resulted in an additional cost of £0.129m to rebaseline the budget. 2.10 IT Costs A cost pressure of £0.186m has been identified within IT costs. In addition to inflation associated with software maintenance, sensors are being installed to properties where tenants have raised concerns over potential dampness. This allows early detection and remediation of potential issues preventing the requirement for more costly repairs in future, as well as empowering and educating tenants to maintain a healthier living environment. Energy Costs 2.11 Whilst energy costs have increased significantly over recent years, there is evidence to suggest that contract prices negotiated for energy pre-purchased have reduced. There remains a great deal of uncertainty however it is deemed reasonable to remove additional cost pressures for energy in 2026/27 provided by the previous version of the plan, on the basis that costs can be managed within existing budgets. Thereafter the plan assumes costs will increase in line with CPI forecasts resulting in cost pressures of £0.048m, £0.049m, £0.053m and £0.055m for the remaining 4 years of the plan to 2030/31. The budgetary requirements for future years will be kept under review. Apportioned Expenses 2.12 A variety of Services including support costs from Finance, Legal, and HR as well as agreed works carried out by other functions within Enterprise and Communities, are provided by the General Fund to the HRA and are recharged on an annual basis. It is prudent to assume that given the majority of these costs are for staff time, that the recharges will increase in line with pay inflation. On that basis a provision has been made, in line with the assumed pay award increases outlined in sections 2.3 of this report: £0.176m in 2026/27, £0.242m in 2027/28, £0.215m in 2028/29, £0.221m in 2029/30 and £0.235m in 2030/31. The 2026/27 cost pressure also includes the reversal of the temporary impact of the reduced employer pension contribution rate (£0.553m) which the HRA is currently benefiting from in 2025/26. Connectivity 2.13 This plan incorporates assumed costs associated with the installation of high-speed internet to all social housing stock. The total capital investment required is estimated to be £37.170m and is anticipated to be funded through additional borrowing. The revenue consequence of this would be additional loan charge payments and operational costs each year as detailed in the table below, equating to a total recurring payment of circa Page 178 of 272
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£5.720m from 2030/31 once the installation is complete. Table 7 outlines the additional budgetary pressures based on a 3 year delivery plan. This timeframe has been used for planning purposes only based on currently known information. Differing delivery periods may impact on the financial pressures noted. 2.14 The roll out of connectivity would present an opportunity to integrate use smart technology within the housing stock including detection and diagnostic tools. It is anticipated this would allow early detection of faults preventing more costly repairs being required over time. Provision to allow a test of change programme has been established within the existing HRA earmarked reserves with roll out of a full programme and any associated costs and savings to be considered in future iterations of the financial plan. Cost Reductions/Savings 2.15 The assessment for the MTFP has identified a number of areas where costs are anticipated to reduce and therefore assist with balancing the budget. The following paragraphs provide more detail on the assumptions made. First Stop Shop Review 2.16 Policy and Strategy Committee on 13 March 2025, approved the re-design proposal for the First Stop Shop Service. This included the integration of six First Stop Shops and the provision of alternative local surgeries absorbed within the Locality Housing Office. A saving of £0.124m to the HRA has been incorporated into the plan for 2026/27 as a result of this Service re-design. Expected Credit Losses 2.17 The HRA is required to provide for potential future credit losses which means an amount should be set aside each year to account for debt owed to the HRA that is anticipated not to be collected. The Expected Credit Loss (ECL) is made up of two components – an assessment of past debt trends and the length of time taken to collect; and a factor applied for predicted future trends. Based on 2024/25 outturn and an early forecast for 2025/26, it is anticipated that the budget could be reduced by £0.500m on a recurring basis from 2026/27. This is dependent on outstanding debt and will remain under review by Finance. Close Cleaning 2.18 The Service have identified potential efficiencies within close cleaning by altering the frequency and category of service obtained. An associated saving of £0.220m has been recognised within the plan. Other Rental Adjustments Loan Charges Operating Costs Total £m £m £m 2026/27 - 0.239 0.239 2027/28 1.425 1.213 2.638 2028/29 0.820 1.311 2.131 2029/30 0.014 0.596 0.610 2030/31 0.003 0.101 0.104 Table 7- Connectivity Page 179 of 272
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2.19 The plan accounts for movement in housing stock from one financial year to the next. This assumes acquisition of 1,767 new homes will be achieved through the New Supply programmes over the 5-year period, as well as making assumptions around longer- term strategies for the Service. These include movement towards full rent harmonisation and provisions for void rent loss as a result of holding empty properties to coincide with the tower reprovisioning strategy. In the main these adjustments result in a net increase in rental income of £1.032m in 2026/27 and a base rent increase of £0.827m in 2027/28, £2.223 in 2028/29, £1.444m in 2029/30 and £1.282m in 2030/31. It should be noted that the plan assumes that void properties will remain empty until demolition, however if demolition dates change those properties could be put back into use or used for homelessness thus generating additional income. 2.19.1 As part of the 2025/26 rent setting process, Committee approved the implementation of the phased removal of the New Build Rent Premium with premium rates ranging from 5% to 20% based on the number of years since acquisition with rents being aligned to the Mainstream housing stock after the initial 25-year period: Property Age (Years) Premium Applied 1 to 10 20% 11 to 15 15% 16 to 20 10% 21 to 25 5% 26+ 0% To allow adequate and robust testing of the revised rent structure and to ensure accurate calculation of rent values, which play a key role in benefit assessment, it was deemed appropriate to implement the new structure effective as at the 4 April 2026. Implementation of the restructure and timescales detailed above will result in a loss of base income of £0.384m during 2026/27. Summary – HRA Medium Term Financial Forecast 2.20 In summary it is envisaged that the HRA will have a budget gap of £49.879m over the term of the 5 year plan. Table 7 below provides the summary forecast of the net cost pressures per year. This is the net budget requirement to allow the HRA to stand still and will inform the HRA budget setting process in December 2025. Further Service priorities and considerations would result in additional budgetary pressures. Use of Reserves £m 2026/27 12.203 2027/28 7.528 2028/29 10.174 2029/30 8.365 2030/31 9.515 Total 47.785 Table 8- Total Net Cost Pressure Page 180 of 272
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2.20.1 The HRA currently hold reserves totalling of £22.160m brought forward from 2024/25. After accounting for the contingency fund representing 1% of the HRA budget and for funds held for specific purposes, a total of £7.139m remains unallocated. This is demonstrated in the following table. 2.20.2 Reserve balances represent one-off funding and using reserves for recurring expenditure or to balance the budget is not sustainable. However, in line with the Council’s Reserves Policy the Section 95 Officer retains the right to use reserve balances where deemed appropriate. This could be to smooth the impact of rental increases required or budget reductions. This plan does not assume the use of reserves to balance the budget. In the event that reserves are used to meet short term funding gaps, there must be evidence of plans in place for a permanent funding solution. Risks and Uncertainties 2.21 The assumptions used within the 5-year plan are based on the best information known at the time of writing and are therefore subject to change. The following table illustrates the impact of a +1% change in the assumptions outlined above for the three main variables of Employee Costs, Repairs Contract Inflation and Borrowing Costs. 2.21.1 Whilst table 10 above demonstrates a 1% increase in assumptions applied to the envisaged position, the figures are also comparable to a reduction of 1% in assumptions as shown in table 11 below. £m Reserve Balance (22.160) Contingency Fund (1.864) Earmarked for Use (13.157) Unallocated (7.139) Table 9- Reserve Balance Pay Award Contract Inflation Borrowing Costs Other Cost Total Movement Yr 1- 4.5% Yr 2-5 - 4% Yr 1 - 3.5% Yr 2- 3.75% Yr 3-5 - 4% Yr 1-5 5.75% Pressures No changes to assumptions Revised Cost Pressures from Envisaged (Table 1& 8) £m £m £m £m £m £m 2026/27 4.482 0.583 9.734 4.660 19.460 7.257 2027/28 (0.061) 2.266 10.054 (3.884) 8.374 0.846 2028/29 0.033 2.508 8.708 (0.509) 10.740 0.566 2029/30 0.035 2.608 6.890 (0.423) 9.109 0.744 2030/31 0.036 2.712 8.027 (0.738) 10.037 0.522 Table 10- Sensitivity Analysis +1% Pay Award Contract Inflation Borrowing Costs Other Cost Total Movement Yr 1- 2.5% Yr 2-5 - 2% Yr 1 - 1.5% Yr 2- 1.75% Yr 3-5 - 2% Yr 1-5 3.75% Pressures No changes to assumptions Revised Cost Pressures from Envisaged (Table 1& 8) £m £m £m £m £m £m 2026/27 3.874 (0.584) (2.530) 4.660 5.420 (6.783) 2027/28 0.110 1.037 7.882 (3.884) 5.145 (2.383) 2028/29 0.113 1.206 7.160 (0.509) 7.969 (2.204) 2029/30 0.115 1.230 4.967 (0.423) 5.888 (2.477) 2030/31 0.117 1.255 6.571 (0.738) 7.205 (2.310) Table 11- Sensitivity Analysis -1% Page 181 of 272
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2.21.2 Borrowing costs are the most sensitive of the main cost variables, made up of two elements. The first is in relation to levels of borrowing. For every additional £1.000m in borrowing for capital spend, there is a recurring revenue cost of c. £0.060m. Therefore, if each of the 5 years capital investment was to increase by £1.000m the impact on revenue would be: £0.060m in 2027/28, £0.120m in 2028/29, £0.180m in 2029/30 and £0.240m in 2030/31. The second element relates to interest rates. A 1% increase in the interest rate for 2026/27 would result in an additional £6.167m cost pressure, equally however, a 1% lower interest rate than assumed would result in a cost reduction of £6.097m. 2.21.3 As Committee will be aware, decisions taken in setting the 2026/27 revenue estimates will have an impact on future year cost pressures and rent charges, as a number of the cost pressures within the HRA will be impacted by the level of rents set in prior years. The plan does not make an assumption on the level of rents that will be set when presenting the financial cost pressures. Next Steps 2.22 As noted previously, the HRA aim to set their budget and annual rent in December 2025. This plan provides information to inform the rent setting process. 2.23 As with previous years, it will be the intention of the Housing and Finance services to continue ongoing Elected Member engagement as the December 2025 Council meeting approaches. That ongoing engagement will include any relevant updates to the financial assumptions should they alter significantly following the setting of this plan. 3. Measures of success 3.1 The Council is required to set a balanced budget for the Housing Revenue Account with expenditure plans fully funded by income, largely from housing rents. 3.2 The setting of an annual budget and thereafter monitoring the budget ensures that tenants can have confidence that the Council and its officers are accountable for the spending decisions they make. 4. Supporting documentation 4.1 Appendix 1 5 Year Financial Forecast – Envisaged Greg Telfer Chief Officer (Finance & Technology) Page 182 of 272
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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? 2 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 impacts are contained within the report and supporting appendices. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ Page 183 of 272
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If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? One of the key corporate risks facing the Council is linked to financial sustainability. The production of the medium term financial plan informs effective decision making in ensuring the ongoing financial sustainability of the Housing Revenue Account, thereby helping to mitigate this key corporate risk. 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 184 of 272
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Appendix 1 HRA 5 Year Financial Forecase - Envisaged 2026/27 2027/28 2028/29 2029/30 2030/31 £000 £000 £000 £000 £000 Cost Pressures 13,694 8,355 12,397 9,810 10,797 Pay Award 1,363 832 928 992 1,022 Pension Cost Reversal 2,612 Contract Inflation - Repairs (0) 1,646 1,845 1,900 1,957 Borrowing Costs 3,567 7,509 7,090 5,882 7,271 Contract Inflation - Other 464 134 139 150 154 Energy 0 48 49 53 55 Apportioned Expenses Uplift 729 242 215 221 235 CFCR Repayment 4,720 (4,695) Connectivity 239 2,638 2,131 610 104 Cost Reductions (1,492) (827) (2,223) (1,444) (1,282) FSS Review (124) Expected Credit Losses (500) Other rental income adjustments (648) (827) (2,223) (1,444) (1,282) Close Cleaning (220) Total Net Cost Pressure 12,203 7,528 10,174 8,365 9,515 Page 185 of 272
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref GT/VR Date 21/07/25 HRA Capital Monitoring Report – 1 April 2025 to 20 June 2025 From Andrew McPherson, Depute Chief Executive E-mail Robertsv@northlan.gov.uk Telephone Veronica Roberts, Business Finance Manager 1. Background Mainstream Working Programme 1.1 The Housing Committee on 12 February 2025 approved an outline mainstream programme for 2025/26 based on targeted expenditure of £90.616m. The programme will be funded as follows: £000 Prudential Borrowing 70,811 Capital Funded from Current Revenue (CFCR) 15,419 Total projected resources 86,230 Slippage allowance 4,386 Working Programme 90,616 Executive Summary The purpose of this report is to review the progress towards agreed spending plans with the 2025/26 HRA capital programmes. At this stage of the financial year, all programmes are on target to fully spend. Recommendations It is recommended that the Housing Committee: (1) Acknowledges the financial position of the 2025/26 HRA Capital Programmes. 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 Transforming Places Item 14 Page 187 of 272
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New Build Programme 1.2 The 2025/26 working programme for new build is £41.919m, with 29 completions expected for the year and is funded as follows: £000 Prudential Borrowing 18,537 Capital Funded from Current Revenue (CFCR) 4,670 Scottish Government Grant 18,712 Total projected resources 41,919 Council Buy Back Schemes 1.3 As part of the 2025/26 Revenue Estimates, the budget provided for the continuation of both the Council’s Empty Homes Purchase Scheme (EHPS) and the Open Market Purchase Scheme (OMPS). This will allow approximately 100 properties to be brought back into Council use. 1.4 In addition to the EHPS and OMPS, the Mortgage to Rent scheme (MTR) was also added to the overall Council Buy Back scheme and is anticipating an additional 10 properties to be brought back into council use in 2025/26. 1.5 Funding requirements for 2025/26 for the Council Buy Back Scheme is made up as follows: £000 Prudential Borrowing 6,956 Scottish Government Grant Subsidy Income 4,500 542 Total projected resources 11,997 2. Report 2.1 The projected financial performance of the HRA Capital Programmes to 31 March 2026 is summarised below with further detail provided in appendix 1 for HRA mainstream programme and appendix 2 for the newbuild and buy back programmes. Mainstream 2.2 The HRA mainstream capital programme is currently anticipated to be fully spent within the financial year. As at period 3, £66.369m (77% of the working capital programme) has been legally committed with £11.629m spent (13% of the working capital programme). New Build 2.3 A summary of projected outturn spend on the New Build programme is illustrated within Appendix 2. The New Build programme is projected to fully spend within the financial year. 2.4 As at period 3, £41.919m is legally committed (100% of the targeted spend) with £0.790m spent (2%). Page 188 of 272
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2.5 There are currently six projects on site: Graham Street, Airdrie (NLP Conversion) Northburn Avenue Shop, Airdrie (Conversion); Thorn Road, Bellshill; School Street, Coatbridge; Coshneuk Road, Millerston and Motherwell Town Hall (Conversion). 2.6 To date, 1,629 new build homes have been completed as part of the Council’s ambitious new supply programme of 6,000 new homes. Currently, 193 homes are under construction, with a total of 29 homes expected to complete during 2025/26. 2.7 Sites have been identified and approved at Committee for a further 1,229 homes across 42 sites, with site investigations, title checks and design development on these sites progressing. 2.8 The Council has appointed contractors and consultants who are progressing layouts and designs for several sites, with site investigations underway. Council Buy Back Scheme 2.9 A summary of projected outturn spend on the Council Buy Back Schemes is also contained within Appendix 2. Projected spend currently totals £11.997m collectively between the Council buy back schemes, £11.094m is attributable to the Empty Homes Purchase Scheme (EHPS) and Open Market Purchase Scheme (OMPS) and £0.903m spend to the Mortgage to Rent (MTR) scheme resulting in a full spend for this financial year. This is funded by Prudential Borrowing, Scottish Government Funding and Subsidy Income. 2.10 To date, 30 properties have been brought back into use as affordable housing in 2025/26, with 100 properties expected to be acquired during this financial year. 2.11 A Scottish Government grant contribution of £2.925m has been secured for 2025/26. Additional funding may become available later this year in Q4, dependent on progress with the wider North Lanarkshire ‘Affordable Housing Supply Programme’ resource allocation. Prudential Indicators 2.12 In accordance with our financial regulations, strategies and policies, financial planning and management arrangements are fully implemented to ensure robust, affordable and sustainable financial plans are developed to support informed decision making. This includes annual completion of the Medium-Term Financial Plan and 30-Year Revenue Estimates which are supported by the Treasury management strategy. 2.12 On the 12th of February, Housing Committee approved the expansion of the New Supply programme target acquisition to 6,000 new homes by 2035. In addition to this Council are working towards improved energy efficiency targets and exploring potential significant digital enhancements within housing stock, as well as undertaking an ambitious demolition and reprovisioning programme. The following indicators have been introduced to provide further context to the debt levels and associated risk within the HRA. 2.13 Debt per property refers to opening debt levels divided by the average number of properties within the HRA stock portfolio. Equivalent rental income is the average period required to recover the level of debt relative to tenants rent levels assuming no other costs were incurred over that period. This provides an indication of the level of risk per home and the movement in debt levels relative to housing stock over time: Page 189 of 272
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Financial Year Opening Debt per Property £ Equivalent Rental Income (Years) 2023/24 14,148 3.43 2024/25 15,621 3.51 2025/26 17,585 3.70 2.14 Proportion of Financing Costs to Net Revenue Stream measures the annual cost to service debt relative to revenue. This illustrates the extent of revenue utilised to fund financing & borrowing costs thereby reducing available funding to fund day-to-day operations. Long-term capital investment and funding requirements are assessed and presented to committee through the Revenue Estimates and rent setting exercise. This ensures the HRA is able to maintain a balanced budget and demonstrate financial sustainability. Financial Year Financing Costs to Net Revenue 2023/24 19.8% 2024/25 22.3% 2025/26 22.6% 3. Measures of success 3.1 The successful delivery of the HRA capital programmes, providing high quality housing stock. 4. Supporting documentation 4.1 Appendix 1 – 2025/26 HRA Capital Programme – Mainstream Budget Monitoring Period 3 Appendix 2 – 2025/26 HRA Capital Programme – New Build / Council Buy Back Scheme Budget Monitoring Period 3 Andrew McPherson Depute Chief Executive Page 190 of 272
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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 throughout 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 191 of 272
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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 managed 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 the approved budget levels. To reduce other financial risks, this report was 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. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). Page 192 of 272
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If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 193 of 272
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Appendix 1 2025/26 HRA CAPITAL PROGRAMME Budget Monitoring Report Working Legally Ledgered Projected MAINSTREAM PROGRAMME Programme Committed Balance to Date Spend £000 £000 £000 £000 £000 £000 Estate Regeneration Estate Regeneration 500 500 - 140 500 - Sub Total 500 500 - 140 500 - Energy Efficiency Heating 9,960 9,210 750 2,695 9,960 - Window/Door Replacement 8,550 8,250 300 1,804 9,050 500 Decarbonisation 8,060 - 8,060 43 8,060 - Sub Total 26,570 17,460 9,110 4,542 27,070 500 Major Repairs Major Repairs 2,550 1,865 685 233 2,165 (385) Roofing/Rendering 18,084 15,634 2,450 3,373 18,109 25 Sub Total 20,634 17,499 3,135 3,606 20,274 (360) Home Safety and Security Lead Pipe 100 100 - - 100 - Entry Systems 1,000 1,000 - 2 1,000 - Electrical Works 1,500 1,500 - 30 1,630 130 Sub Total 2,600 2,600 - 33 2,730 130 Tower Strategy Tower Strategy 3,706 1,900 1,806 96 3,871 165 Tower Demolitions - Ambition 12,544 8,323 4,221 1,331 12,291 (253) Sub Total 16,250 10,223 6,027 1,426 16,162 (88) Internal Upgrading Kitchens - Repairs 6,213 6,070 143 1,100 6,213 - Bathrooms - Repairs 3,885 3,885 - 427 3,885 - Mainstream Programme K & B - - - - - - Sub Total 10,098 9,955 143 1,527 10,098 - Community Care Community Care 2,980 1,804 1,176 331 2,804 (176) Sub Total 2,980 1,804 1,176 331 2,804 (176) Fees / Miscellaneous Fees / Miscellaneous 6,610 6,610 - 41 6,610 - Grants (12) (12) - (18) (18) (6) Sub Total 6,598 6,598 - 23 6,592 (6) TOTAL (Mainstream Programme) 86,230 66,639 19,591 11,629 86,230 (0) Financed by: Borrowing (Mainstream) (58,267) - (58,520) (253) Borrowing (Ambition) (12,544) (12,291) 253 Capital Receipts - - - - Scottish Govt. Grant (Net Zero) - - - - Scottish Govt. Grant (Additional) - - - CFCR (15,419) - (15,419) - Slippage - - - - TOTAL RESOURCES (86,230) - (86,230) 0 Over/(underspend) On Borrowing - (0) Variance Period 3 Summary Page 194 of 272
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Appendix 2 Page 195 of 272
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref VR/JM Date 27/08/25 Enterprise and Communities – Capital Monitoring Report From Andrew McPherson, Depute Chief Executive E-mail RobertsV@northlan.gov.uk Telephone Executive Summary This report highlights the financial performance of 2025/26 Enterprise and Communities capital programme for the period ended 20 June 2025 (Period 3). In summary the Service has a total capital budget of £182.131m. At this stage in the financial year the service is currently reporting a break even position. Further explanation of project variances and management action taken by the Service is included within the main report and attached appendices. Recommendations It is recommended that the Housing Committee: (1) Acknowledges the financial position of the 2025/26 Enterprise and Communities capital programme. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes 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 197 of 272
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1. Background 1.1 Financial year 2025/26 is the second year of the 5 year capital programme which was approved by the Policy and Strategy Committee on 13 March 2025. 1.2 The Enterprise and Communities 2025/26 capital programme approved at Committee was £116.451m. The programme has since been increased by £16.049m relating to carry forwards from 2024/25 and increased external funding of £49.631m. This results in a revised working capital budget of £182.131m. 1.3 The Council’s approved Financial Regulations requires services to remain within their 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 were 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 this early stage in the financial year the Service is reporting a break-even position with no major variances to report. 2.2 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. 2.3 Capital budgets and expenditure are summarised into Project/Themes (see Appendix 1). 3. Measures of success 3.1 The Service aim is to be in a balanced budget position at financial year-end and will take current reprofile requests to Committee. 4. Supporting documentation 4.1 Appendix 1 Summary Expenditure by Project/Theme Andrew McPherson Depute Chief Executive Page 198 of 272
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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 Service aims to operate within approved funding levels and utilise budget virements to support emerging issues and mitigate variances across budget heads. 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 199 of 272
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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 managed 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. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). Page 200 of 272
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If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 201 of 272
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Appendix 1 Enterprise & Communities Capital Programme 2025/26 Theme Expenditure Summary 1st April 2025 - 20th June 2025 (PERIOD 3) Thematic Category Revised Budget £ Actual £ Committed £ Uncommitted £ Outturn £ Outturn variance £ ASSET & PROCUREMENT Maintaining Existing Assets - windows, re- roofing, re-wiring and condition survey works for the Council's building assets 7,655,012 888,375 4,357,416 3,243,470 7,600,886 54,126 Targeted Investment MEA 5,299,000 204,397 1,507,314 3,792,079 5,299,394 (394) Carbon Management 1,554,476 114,807 439,120 1,115,356 1,554,476 0 Office Accommodation 762,077 40,818 89,978 703,077 793,055 (30,978) Health & Wellbeing & Digital Classrooms 150,759 27,320 27,320 123,439 150,759 0 Rationalisation including ASN & Social Work 5,488,855 1,622,845 3,623,183 1,865,672 5,488,855 0 Curriculum Development 854,540 2,200 179,413 675,127 854,540 0 Sustainable Estate 902,148 17,370 17,370 884,778 902,148 0 Outdoor Education and Outdoor Spaces 603,870 63,990 580,990 45,634 626,624 (22,754) Future Capital Receipts Investments 957,879 2,842 373,905 583,974 957,879 0 Design Fees 1,773,185 373,716 1,619,435 153,750 1,773,185 0 1140 Early Learning and Childcare Expansion 162,000 27,709 27,709 134,291 162,000 0 Water Quality 113,653 2,272 9,461 104,192 113,653 0 Demolitions 2,803,414 116,490 798,686 2,004,728 2,803,414 0 TOTAL ASSET & PROCUREMENT 29,080,868 3,505,151 13,651,301 15,429,567 29,080,868 0 TOWN AND COMMUNITY HUBS Town and Community Hubs 89,700,585 19,223,181 87,406,205 2,294,380 89,700,585 0 TOTAL TOWN AND COMMUNITY HUBS 89,700,585 19,223,181 87,406,205 2,294,380 89,700,585 0 COMMUNITY OPERATIONS Operational and Infrastructure Development 7,344,628 578,227 1,845,684 5,498,944 7,344,628 0 Greenspace and Cemeteries 4,165,477 801,758 2,665,804 1,499,673 4,165,477 0 Greenspace Climate Resilience and Wellbeing 912,893 1,354 21,101 891,792 912,893 0 Parks Master Plan (including Strathclyde Park Watersports Centre Redevelopment) 5,098,673 272,077 1,125,856 3,972,817 5,098,673 0 Roads and Street Lighting/Asset Mgt 17,333,765 1,432,251 9,897,962 7,435,803 17,333,765 0 Contaminated Land and Resilience 777,922 98,530 232,705 545,217 777,922 0 TOTAL COMMUNITY OPERATIONS 35,633,358 3,184,196 15,789,111 19,844,246 35,633,358 0 PLACE Economic Regeneration 9,052,396 1,239,139 8,554,146 498,249 9,052,395 1 City Deal 6,820,547 769,001 6,393,793 426,755 6,820,548 (1) Enterprise Projects 97,804 28,081 50,646 47,158 97,804 0 Infrastructure & Transportation Improvements 11,745,747 547,068 4,476,077 7,269,670 11,745,747 0 TOTAL PLACE 27,716,494 2,583,289 19,474,662 8,241,832 27,716,495 0 TOTAL ENTERPRISE & COMMUNITIES 182,131,305 28,495,816 136,321,279 45,810,026 182,131,305 0 YTD OUTTURN Page 202 of 272
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref SL/GT/VR Date 27/08/25 Revenue Monitoring Report – Housing Revenue Account From Andrew McPherson, Depute Chief Executive E-mail robertsv@northlan.gov.uk Telephone Veronica Roberts, Business Finance Manager 1. Background 1.1 The Council approved its Housing Revenue Account budget of £186m on 19 December 2024. 1.2 The 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 Executive Summary This report provides a summary of the Housing Revenue Account financial performance for the period 1 April 2025 to June 2025 (Period 3). The report illustrates the provisional outturn as at 31 March 2025, with major outturn variances highlighted and explained in accordance with the Council’s approved Financial Regulations. The Service is currently projecting a breakeven position for the financial year. In setting the 2024/25 budget, savings of £1.050m were approved which have been incorporated within the budget. It is currently anticipated that these savings will be fully delivered by the end of the financial year. Recommendations It is recommended that the Housing Committee: (1) Acknowledges the financial position of the HRA revenue budget 2025/26. 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 203 of 272
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5% - within their budget monitoring reports. Where significant deviations are identified, Services must provide explanatory commentary outline the action required to rectify such a deviation, and where relevant, must also highlight the impact this has on other budget headings. 2. Report 2.1 The Service is currently projecting a breakeven position for the financial year. Analysis of Significant Variances 2.2 There are currently no significant variances projected within the Housing Revenue Account. Risk and Uncertainty 2.8 Although significant works have been undertaken to identify and develop remediation strategies, the Service continue to consider the potential costs and appropriate funding solutions associated with the impact of Reinforced Autoclaved Aerated Concrete (RAAC). This will continue to be considered with future monitoring reports updated as appropriate. Earmarked and One-off Resources 2.9 HRA reserve balances brought forward from 2024/25 total £22.159m. This includes a revised contingency fund balance of £1.864m, representing 1% of the approved 2025/26 HRA budget. In addition, resources of £13.156m have been earmarked including a remaining balance of £4.799m to support the ongoing financial impact of the 2022/23 policy decision of a loan debt holiday and a further £3.702m to mitigate risk of additional costs arising as a result of loan charge rate uncertainties. Finally, a balance of £7.139m is retained for ongoing risks and uncertainties and to support future budget strategies. A review of reserve balances will be undertaken as part of the year end close down in order to ensure suitable reserves are maintained. Appendix 2 details the individual Reserves. 2024/25 Budget Savings 2.10 The service uses a variety of information, records and processes to monitor achievement of its approved budget savings of £1.165m. It is anticipated that 100% approved savings will be delivered by the end of the financial year. 3. Measures of success 3.1 The Service continues to operate withing approved resources and meet required savings targets. 4. Supporting documentation 4.1 Appendix 1 HRA Summary Appendix 2 Earmarked Reserves / Balance Sheet Provisions Page 204 of 272
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Andrew McPherson Depute Chief Executive Page 205 of 272
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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 impacts are contained within the report and supporting appendices. 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? Page 206 of 272
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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 process. 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 reduce other financial risks, this report was 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 207 of 272
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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 208 of 272
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Appendix 1 FINANCIAL MONITORING REPORT 01 April 2025 to 20 JUNE 2025 (Period 3) COMMITTEE: HOUSING CATEGORY ANNUAL PROJECTED ANALYSIS BUDGET OUTTURN % (1) (5) (6) (8) (9) (10) £ £ EMPLOYEE COSTS 32,859,831 32,859,831 0 - 0.0% 0 Balanced budget PROPERTY COSTS 72,058,005 72,058,005 0 - 0.0% 0 Balanced budget SUPPLIES & SERVICES 853,720 853,720 0 - 0.0% 0 Balanced budget TRANSPORT & PLANT 438,200 438,200 0 - 0.0% 0 Balanced budget ADMINISTRATION COSTS 5,887,025 5,887,025 0 - 0.0% 0 Balanced budget PAYMENTS TO OTHER BODIES 231,120 231,120 0 - 0.0% 0 Balanced budget APPORTIONED EXPENSES 6,993,310 6,993,310 0 - 0.0% 0 Decreased costs CAPITAL FINANCING COSTS 42,636,387 42,636,387 0 - 0.0% 0 Balanced Budget C.F.C.R. 23,155,260 23,155,260 0 - 0.0% 0 Balanced Budget OTHER COSTS 1,298,032 1,298,032 0 - 0.0% 0 Balanced budget TOTAL EXPENDITURE 186,410,890 186,410,890 0 - 0.0% 0 OTHER GRANTS 0 0 0 - 0.0% 0 Balanced Budget FEES AND CHARGES 9,866,314 9,866,314 0 - 0.0% 0 Balanced Budget RENTS 176,008,512 176,008,512 0 - 0.0% 0 Balanced budget INTEREST 15,000 15,000 0 - 0.0% 0 Balanced Budget DEPARTMENTAL CHARGES 521,064 521,064 0 - 0.0% 0 Balanced Budget SURPLUS 0 0 0 - 0.0% 0 Balanced Budget INCOME 186,410,890 186,410,890 0 - 0.0% 0 NET EXPENDITURE 0 0 0 - 0 FAV = Favourable variation, underspend etc 362,119 ADV = Adverse variation, overspend, income under-recovery etc PROJECTED OUTTURN PERIOD MOVEMENTVARIANCE (7) Page 209 of 272
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Appendix 2 DESCRIPTION OF EARMARKED RESERVES VALUE OF EARMARKED RESERVE CARRY FORWARD ANALYSIS VALUE % (1) (2) (3) (4) (5) (6) £ £ £ Ambition 1,306,293 100.0% 1,306,293 Carry Forward Additional Loan Charges 3,702,000 100.0% 3,702,000 Carry Forward Enterprise Contract 254,000 254,000 0.0% 0 Budget fully utilised Rent Restructure 216,000 100.0% 216,000 Carry Forward Loan Debt Holiday 4,799,000 100.0% 4,799,000 Carry Forward UCAF 1,000,000 1,000,000 0.0% 0 Budget fully utilised Tenant Support Initiative 459,000 459,000 Carry Forward Environmental Initiative 420,000 420,000 Carry Forward Future IT Development 1,000,000 1,000,000 Carry Forward SUB TOTAL 13,156,293 1,254,000 90.5% 11,902,293 Change Management/Risks & Uncertainty 7,139,000 0 0.0% 7,139,000 Core Reserve 1,864,000 0 100.0% 1,864,000 TOTAL 22,159,293 1,254,000 94.3% 20,905,293 PROJECTED OUTTURN North Lanarkshire Council Housing Revenue Account - Earmarked Reserves 01 April 2025 to 20 JUNE 2025 (Period 3) Page 210 of 272
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref: VR/JMcG Date 27/08/25 Revenue Monitoring Report – Enterprise and Communities From Andrew McPherson, Depute Chief Executive E-mail robertsv@northlan.gov.uk Telephone Veronica Roberts, Business Finance Manager 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 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. Executive Summary This report provides a summary of the financial performance of the Enterprise and Communities service for the period 1 April 2025 to 20 June 2025 (Period 3) and illustrates the projected outturn as at 31 March 2026. Major outturn variances are highlighted and explained as per the Council’s approved Financial Regulations. In summary, the Enterprise and Communities service is currently forecasting a break-even position at this early stage in the financial year. Recommendations It is recommended that Housing Committee: (1) Acknowledges the financial position of the 2025/26 Enterprise and Communities revenue budget. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (25) Ensure intelligent use of data and information to support fully evidence based decision making and future planning Item 17 Page 211 of 272
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2. Report Summary of Financial Position 2.1 The Council approved its General Fund Revenue Budget on 20 February 2025, of which £231,721m (21.16%) represented the approved Net Revenue Budget for Enterprise and Communities. To date there has been 1 further realignment of fleet budget from Chief Executives £0.039m resulting in a revised budget of £23,280m. 2.2. At this early stage in the financial year Enterprise and Communities is currently forecasting a break-even position. 2.3 Section 2.5 provides commentary on the financial performance of the Service per division. In addition, Appendices 1 to 5 of this report provide further explanation of the significant budget variations contributing to this outturn position. 2.4 The 2025/26 Enterprise and Communities budget incorporates £5.842m of savings. It is currently expected that £5.419m of savings (92.76%) will be delivered within the current financial year. Further information regarding particularly challenging savings is noted in paragraph 2.7 below. Analysis of Significant Variations 2.5 The Enterprise and Communities service is currently forecasting a break-even position at this early stage in the financial year. As at Period 3, compensating variances across the divisions are further explained as follows: Assets and Procurement (£0.051m) 2.6 Assets and Procurement is projecting a small overspend at Period 3 with compensating variances due to key net employee vacancies (£0.455m) offset by use of external advisors (£0.372m) and other minor overspends. Community Operations (£126,307) 2.7 Community Operations is projecting an overspend of £0.126m across the division. Waste Operations and Land Management are currently recruiting following their significant restructure so once more information is available on start dates, current overtime /agency spend the employee projections can be refined and overtime requirements calculated. Within Waste, there has been an over recovery of the income generated from the sale of brown bin permits (£0.309m). There is also an underspend anticipated in relation to a reduction of waste disposal costs based on the previous years trend (£0.100m). An overspend of £0.146m is anticipated within Protective Services, mainly as a result of Pest control increased sub-contractor costs / under recoveries in income. The Fleet service is projecting an overspend of £1m at this stage in the year, mainly in external hires (£0.700m) and outsourcing (£0.300m) due to a timing delay in transferring to the new fleet workshop at Bellshill, or up to full complement of staff. Every effort is being made to minimise these pressures, and there is a reserve within Directorate of £1m which will be utilised this financial year. Page 212 of 272
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Facility Support services are projecting an underspend of £0.156m at this stage in the year due to employee underspends in Building Cleaning. Active and Creative Communities functions are projected to break-even at Period 3 whilst estimates are being refined for the loss of income / reduced staffing costs within the Time Capsule and Sir John Smith Pool due to their current temporary closures. Management action is also still being considered to offset the £0.380m burden in relation to the closure of the concert hall. Place (£0.329m variance) 2.8 An underspend of £0.329m is currently projected within the Place division. This is due to staffing vacancies (£0.412m) which is anticipated to be partially offset by overspends across other expenditure headings. Housing Management (£0.296m variance) 2.9 An underspend of £0.296m is currently being projected within the Housing Management Division. This is mainly due to the implementation of a Service re-design affecting the First Stop Shops (£0.467m) which is partially offset by an anticipated over- spend within Stair Close Lighting due to significant contract inflation (£0.254m). 2.10 Included within the reported outturn is the Council’s trading services. For 2025/26 the Council approved a surplus budget of £0.462m. The Council must comply with a statutory requirement to at least break-even over a rolling three-year period. The combined surplus in 2022/23, 2023/24 and 2024/25 was a deficit of £0.029m. As at Period 3 the Trading Accounts are projecting to be under recover the income target by £0.447m entirely in relation to Waste Trading. This reduced surplus relates to a reduction in customer demand for Waste Trading activity. 2.11 Payments to other bodies are detailed in Appendix 3. This expenditure category has a total budget of £16.499m and is currently projected to be on target. Earmarked and One-off Reserves 2.12 Enterprise and Communities was given approval to earmark £17.413m of resources during the completion of the 2024/25 annual accounts. At Period 3, £9.293m of the reserve balance will be utilised in 2025/26, with the remaining balance of £8.120m required for the original purpose in future years. Appendix 4 details the individual Earmarked Reserves. 2025/26 Budget Savings 2.13 The Service uses a variety of information, records and processes to monitor achievement of its approved budget savings of £5.842m. Due to timing delays associated with delivering office rationalisation savings and increased fleet income, £5.419m is anticipated to be delivered this financial year. The shortfall of £0.423m will be managed this year through earmarked reserves. Page 213 of 272
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Management Actions 2.14 The Service continues to take a range of corrective management actions to ensure it manages cost pressures. This includes curtailment of non-essential spend and monitoring of vacancies. Change Management 2.15 The Service currently anticipate using £0.300m of the Council’s Change Management Fund mainly to support the litter bin strategy and VRS. Costs within the Change Management Fund are not included in the Service outturn position. 3. Measures of success 3.1 The Service continues to operate within the approved budget resources. 4. Supporting documentation Appendix 1 Objective Analysis Appendix 2 Subjective Analysis Appendix 3 Payments to Other Bodies Analysis Appendix 4 Status of Earmarked Reserves Appendix 5 Challenging Savings Andrew McPherson Depute Chief Executive Page 214 of 272
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Service continues to curtail non-essential expenditure and take management action to minimise the impact of cost pressures on the Council’s overall financial position. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 215 of 272
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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 managed 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 the approved budget levels. To reduce other financial risks, this report was 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 216 of 272
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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 217 of 272
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APPENDIX 1 DIVISION OF SERVICE ANNUAL BUDGET PROJECTED OUT-TURN % ANALYSIS [1] [2] [3] [4] [5] [7] £ £ £ Assets & Procurement 41,404,659 41,456,018 (51,359) (0.1%) Net vacancies partly offset by professional fees. Community Operations 175,478,289 175,604,596 (126,307) (0.1%) Overspends in Fleet consisting of increased agency costs, outsourcing and external hire costs as a result of delays in moving into new premises are partly offset by employee vacancies at present. Overspends relating to pest control. Vacancies in Building Cleaning, underspend in land management waste disposal and over recovery in garden waste permit. Housing Management 6,048,616 5,752,397 296,219 4.9% The service redesign affecting first stop shops offset by stair & close lighting contract inflation Place 9,291,587 8,962,938 328,650 3.5% Net vacancies Trading (462,202) (15,001) (447,201) 96.8% Under recovery in Trade waste income NET EXPENDITURE 231,760,949 231,760,949 0 0.0% NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Objective Analysis Period 3 (01 April - 20 June 2025) Enterprise & Communities PROJECTED OUT- TURN VARIANCE Page 218 of 272
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APPENDIX 2 [1] [2] [3] [5] [7] £ £ £ EMPLOYEE COSTS 131,731,296 130,423,286 1,308,010 FAV 1.0% Vacancy savings partly offset by increased overtime and turnover. PROPERTY COSTS 58,966,651 59,328,419 (361,768) ADV (0.6%) Overspends on stair & close lighting and repairs off SUPPLIES & SERVICES 23,446,075 23,724,620 (278,545) ADV (1.2%) Overspend on ICT costs partly offset by various minor underspends. TRANSPORT & PLANT 32,224,068 32,270,005 (45,937) ADV (0.1%) Overspend on car allowances and Fleet consumables. ADMINISTRATION COSTS 13,611,884 13,369,692 242,192 FAV 1.8% Underspends due to service redesign affecting the First stop shops partly offset by overspends on professional fees due to vacancies. PAYMENTS TO OTHER BODIES 18,169,787 18,703,038 (533,251) ADV (2.9%) See Appendix 3 TRANSFER PAYMENTS 50,000 50,000 0 0.0% Balanced budget. CAPITAL FINANCING COSTS 62,980,930 62,980,930 0 0.0% Balanced budget. OTHER EXPENDITURE 9,528,675 9,476,582 52,093 FAV 0.6% Minor variance. TOTAL EXPENDITURE 350,709,366 350,326,573 382,793 FAV 0.1% INCOME 118,948,418 118,565,625 (382,793) ADV (0.3%) Under-recovery of recharges to capital due to staff vacancies and over recovery in garden waste NET EXPENDITURE 231,760,949 231,760,949 (0) 0.0% CATEGORY ANNUAL BUDGET PROJECTED OUT-TURN PROJECTED OUT-TURN VARIANCE [4] NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Subjective Analysis Period 3 (01 April - 20 June 2025) Enterprise & Communities % ANALYSIS Page 219 of 272
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APPENDIX 3 [1] [2] [3] [5] [7] £ £ £ ROADS MAINTENANCE CONTRACTOR 12,895,898 12,895,898 0 0.0% Balanced budget. BUSINESS SUPPORT GRANTS 488,635 488,735 (100) ADV (0.0%) Minor variance. HOMELESS SUPPORT FEES 1,443,051 1,443,051 0 0.0% Balanced budget. PAYMENTS TO OTHER BODIES - GENERAL 1,535,460 1,542,923 (7,463) ADV (0.5%) Minor variance. PAYMENTS TO CONTRACTORS - ROADS MAINT 995,076 995,076 0 0.0% Balanced budget. SUB-CONTRACTOR PAYMENTS 157,431 237,159 (79,728) ADV (50.6%) Overspend in pest control AGENCY FEES 220,904 666,864 (445,960) ADV (201.9%) Overspends in Asset Management, Waste and Fleet to cover current vacancies. PUBLIC ANALYST FEES 304,546 304,546 0 0.0% Balanced budget. PRIVATE SECTOR HOUSING GRANTS 128,786 128,786 0 0.0% Balanced budget. TOTAL EXPENDITURE 18,169,787 18,703,038 (533,251) ADV (2.9%) ANALYSIS [4] NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Payments to Other Bodies Period 3 (01 April - 20 June 2025) Enterprise & Communities CATEGORY ANNUAL BUDGET PROJECTED OUT-TURN PROJECTED OUT-TURN VARIANCE % Page 220 of 272
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APPENDIX 4 Value % Local Heat and Energy Efficiency Funding 45 30 75 10 45 60.0% 0 0 45 Consultancy spend for LHEES program Carbon Mgt - Salix repayment 120 0 120 0 120 100.0% 0 0 120 Carbon Mgt - Salix repayment Property valuations 224 0 224 52 224 100.0% 0 0 224 Consultancy for Valuation process Timing delay Scott House Asset Mgt saving 173 0 173 40 173 100.0% 0 0 173 Timing delay asset mgt saving Scott House Dilapidations 0 710 710 0 0 0.0% 0 0 0 Costs associated with leased in property disinvestment Enterprise Contract 240 240 479 55 240 50.0% 0 0 240 Final set up cost for the Enterprise Contract Mobilisation of Strategic Contracts - Property 35 0 35 0 35 100.0% 0 0 35 One off mobilisation costs Renewables 30 0 30 0 30 100.0% 0 0 30 Maintenance of renewable heating systems Additional Funding 1,000 0 1,000 0 1,000 100.0% 0 0 1,000 Additional CRA requirements Winter Reserve 1,500 0 1,500 0 1,500 100.0% 0 0 1,500 Contingency for significant winter event Mobilisation of Strategic Contracts - Roads 33 0 33 0 33 100.0% 0 0 33 Final mobilisation costs Mot External Funding 200 0 200 0 200 100.0% 0 0 200 Timing delay saving - Mot Income Taco Graph Testing 50 0 50 0 50 100.0% 0 0 50 Timing delay saving - Taco Graph Income Bellshill Depot Eco hub 0 200 200 0 0 0.0% 0 0 0 Set up costs for Eco Hub Fleet Insurance 370 426 796 116 370 46.5% 0 0 370 Additional costs for impact of changing premium and excess levels Contingency for Fleet pressures 1,000 0 1,000 0 1,000 100.0% 0 0 1,000 Contingency for increased fleet pressures Home to School Transport 1,500 0 1,500 375 1,500 100.0% 0 0 1,500 Contingency for increased Home to School costs Service Developments - Ash Dieback 397 0 397 0 397 0.1% 0 0 397 Works associated with removing ashdieback Greenspace Grants 84 191 275 0 84 30.6% 0 0 84 Grants carried forward. Strathclyde Park Loss of income/costs 150 370 520 0 150 28.9% 0 0 150 Strathclyde Park Loss of income/costs Service Development - Cemeteries Bothies 195 0 195 0 195 100.0% 0 0 195 Funding for works in cemetery bothies Recover NL - Protective Services 53 31 84 0 53 63.0% 0 0 53 Environmental Improvements Private Sector Grants to Owner Occupiers 129 0 129 0 129 100.0% 0 0 129 Improvement grants RAAC Building Standard 0 1,233 1,233 0 0 0.0% 0 0 0 RAAC Building Standard Leisure External grants & funding cfd 199 82 281 39 199 70.9% 0 0 199 Grant carried forward Culture Grants 180 12 192 81 180 93.7% 0 0 180 Grant carried forward. Active Schools - Sports Scotland 25 0 25 0 25 100.0% 0 0 25 Grant carried forward. Rapid Rehousing 683 0 683 4 683 100.0% 0 0 683 Rapid Rehousing programme to tackle homelessness Homelessness Surplus 0 995 995 0 0 0.0% 0 0 0 Increases in homelessness presentations HEEPS 20 571 591 0 20 3.4% 0 0 20 Energy Efficiency Schemes - assistance to allow programme to progress Business Recovery 134 741 875 0 134 15.3% 0 0 134 Costs to support business recovery Business Awards 26 0 26 0 26 100.0% 0 0 26 Business Support Business Support 54 0 54 0 54 100.0% 0 0 54 Business Support LACER- Business Growth & Recovery 137 1,059 1,196 0 137 11.5% 0 0 137 Business Recovery Shared Prosperity Grant 0 0 0 0 0 0.0% 0 0 0 Grant carried forward HIVE (not approved) 0 0 0 0 0 0.0% 0 0 0 HIVE Shared prosperity 109 0 109 0 109 100.0% 0 0 109 Shared prosperity Local Development Plan 200 87 287 0 200 69.7% 0 0 200 Set up cost to produce LDP Cumbernauld Town Centre Project 0 1,042 1,042 0 0 0.0% 0 0 0 Cumbernauld Town Centre Funding for future repairs. Added £75988 Temporary Property costs as a result of capital program 0 0 0 0 0 0.0% 0 0 0 Temporary Property costs as a result of capital programme Smith Stone - Roadworks (former capital receipt) 0 101 101 0 0 0.0% 0 0 0 Roads Upgrades linked to former capital receipt Total 9,293 8,120 17,413 771 9,293 53% 0 0 9,293 FINANCIAL YEAR - 2025/26 NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Status of Earmarked Reserves Enterprise & Communities Period 3 (01 April - 20 June 2025) Reserves Required In Year Commentary Regards UsageDESCRIPTION OF EARMARKED RESOURCE Reserve Allocation 2025/26 Profiled in Future Years Approved Reserve Total Spend to Date Projected Spend Reprofile to Future Years No Longer Required Service Specific Earmarked Reserves: £000£000£000£000£000£000£000£000 Page 221 of 272
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APPENDIX 5 Period 3 (01 April - 20 June 2025) £000 £000 £000 £000 £000 Savings 2021/2022 and 2022/23 ECBB06 Asset Management Rationalisation/Office Dis- investment. Assets & Procurement 173,000 0 173,000 Timing of Office Closures Ear Marked Reserve 173,000 0 2024/25 Saving 0 78ECSC Fleet MOT's Community Operations 200,000 0 200,000 Delays in implementing charges Ear Marked Reserve 200,000 0 78ECSB Income Generation - Fleet Tachograph Community Operations 50,000 0 50,000 Delays in new Depot opening Ear Marked Reserve 50,000 0 0 TOTAL 423,000 0 423,000 423,000 0 DESCRIPTION OF APPROVED SAVING DIVISION Target Value Value Deliverable Reasons for Savings Gap NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Challenging Savings Enterprise & Communities DESCRIPTION Value Revised Savings Gap Commentary Savings Gap APPROVED SAVINGS REPLACEMENT SAVING / FUNDING Ref. Page 222 of 272
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref VR Date 27/08/25 Enterprise & Communities General Debtors Write-Off 2025 From Andrew McPherson, Depute Chief Executive E-mail robertsv@northlan.gov.uk Executive Summary This report presents a summary of outstanding debtor accounts which are deemed uncollectable following all attempts at recovery or are considered uneconomically viable to continue pursuing. In accordance with financial guidelines a provision for expected credit losses has previously been established for the outstanding accounts. The total recommended for write-off for 2024/25 is £366,973.35. In addition, it is recommended that Cumbernauld Town and Shopping Centre debt with a value of £126,638.74 and school meal debt with a value of £149,117.84 is written off. Recommendations It is recommended that the Housing Committee: (1) Acknowledges the decision of the Depute Chief Executive and Chief Officer (Finance and Technology) to write-off debts under £500.00 totalling £210,676.65 under delegated responsibility; (2) Approves the write-off of all items over £500.00 to the value of £156,296.70; (3) Approves the write-off of Cumbernauld Town and Shopping Centre debt of £126,638.74 as set out in paragraphs 2.6 to 2.8; and (4) Approves the write-off of school meal debt of £149,117.84 for both 2023/24 and 2024/25 as set out in paragraph 2.9; and (5) Remits this report to the Finance and Resources Committee. 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 223 of 272
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1. Background 1.1 During 2024/25 the Council issued invoices with an approximate value of £109.263m. 1.2 Within Enterprise and Communities there are a number of chargeable services including: • Building cleaning • Fleet • Waste Collection and Disposal • Burials • Land rental charges • Rechargeable property repairs, and • Owner / occupier recharges 1.3 The value of Enterprise and Communities invoices raised during the 2024/25 financial year was £41.590m. 1.4 Finance and Resource Committee, on 10 March 2022, approved the acquisition of The Centre Cumbernauld’ (TCC) which concluded in June 2023. As at 8 July 2025, arrears of £1.203m were due to North Lanarkshire Council for outstanding rent and service charges raised to June 2025. This is attributable over the following aged debt profile: Period £ Pre-acquisition (Assigned) 245,886 2023/24 365,196 2024/25 458,805 2025/26 Q1 133,385 Total Outstanding Debt to June 2025 1,203,273 1.5 In conjunction with corporate debt recovery team, every effort is made to recover any unpaid debt including reminder letters, the use of collection agents and legal action. However, despite these steps there are a number of debts that are deemed uncollectible or are considered not economically viable to engage further collection activities and costs. This annual process of assessing the likelihood of debt nonrecovery conforms to accepted best accounting practice and is a reasonable assessment of expected income. 1.6 The Council continue to seek collection of the outstanding balance if the circumstances of the debtor alter and recovery is deemed practical. 2. Report 2.1 An analysis of the outstanding balances held within the ASH debtors system has identified a total of £366,973.35 to be uncollectable. 2.2 There are a number of 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 c) liquidated/sequestrated etc, and there is no prospect of recovery of funds. d) No Trace/Gone Away. The debtor has been unable to be located and there is no prospect of recovery of funds. Page 224 of 272
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e) Small Balances/Uneconomic to Pursue. There are insufficient funds or no realisable assets that are available to meet the debt, and it is uneconomic to continue to seek recovery of the sum due. 2.3 The following tables categorise the value of debt recommended for write-off by cause and value Cause Analysis Total (£) Number of Accounts Deceased 6,553.94 19 Liquidation 2,222.13 12 Gone Away /No Trace 12,573.99 36 Small Balances/Uneconomical to Pursue 149,880.13 1,021 Recovery Exhausted 195,743.16 513 Total 366,973.35 1,601 Value Analysis Total (£) Number of Accounts < £500.00 210,676.65 1,522 > £500.00 156,296.70 79 Total 366,973.34 1,601 2.4 The value of accounts identified for write-off represents a small proportion of the accounts raised annually by Enterprise and Communities (approximately 0.91%). This is reflective of a number of strategies adopted by the service including payment in advance for services, where possible, withdrawal of services for non-paying debtors, facilitating payment by direct debit and, where appropriate, payment arrangements. 2.5 For comparison purposes, the total write-off approved for Enterprise and Communities over the last three years were £462,352.29 for 2022, £504,654.30 for 2023 and £381,584.74 for 2024. Other Debt 2.6 An analysis of the outstanding Cumbernauld Town and Shopping Centre balances has been conducted and £126,638.74 has been identified as uncollectible. Debt Type £ Rental 92,345.24 Service Charge 34,293.50 Total 126,638.74 2.7 There are a number of reasons why the outstanding balances are being written off and these are summarised below: • Liquidation/Company Dissolved. The debtor/business has been liquidated/dissolved etc., and there is no prospect of recovery of funds. • Small Balances/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. Page 225 of 272
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Reason for proposed write off £ No of tenants Company Dissolved 70,965.09 5 Liquidation 46,134.83 1 Uneconomical to pursue 9,538.82 4 Total 126,638.74 10 2.8 In addition, following advice and funding from the Scottish Government, an analysis of school meal debt has identified a further £149,117.84 to be written off. This covers both 2023/24 and 2024/25 debt of £126,263.39 and £22,854.45 respectively. The Scottish Government directed funding for the full 2023/24 outstanding debt balance with the 2024/25 balance fully provided for within the Expected Credit Loss calculation during the 2024/25 year end close down 3. Measures of success 3.1 The Service continues to engage in a number of activities aimed at improving collection rates, reducing debt arising and streamlining the recovery process. These include • Application of the approved Debtors Policy and associated debt recovery procedures • Performance management reports • Payment arrangements • Payment by direct Debit • Payment in advance, and • Cessation of service provision 3.2 The Council will continue to seek collection of the outstanding balance if the circumstances of the debtor alter and recovery is deemed practical. 4. Supporting documentation Not applicable Andrew McPherson Depute Chief Executive Page 226 of 272
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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 linked to this report for the current financial year because a corresponding provision for expected credit losses has been included in the previous year’s annual 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 227 of 272
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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 228 of 272
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref PH/JS/KS Date 27/08/25 New Housing Supply Programme – Procurement Update From Pamela Humphries, Chief Officer (Place) E-mail stevensonjam@northlan.gov.uk Telephone James Stevenson, Housing Development Manager, 07583098631 Executive Summary The purpose of this report is to seek approval to progress procurement arrangements for a site in Ravenscraig as part of the council’s New Supply programme which aims to deliver 6,000 homes by 2035. Recommendations It is recommended that the Housing Committee: (1) Approves the award of a contract procured via a “Direct Award” procedure via the Scottish Procurement Alliance New Build Housing Construction H2 (Scotland) framework agreement (the “Framework”) for the following site, subject to conclusion of due diligence and land acquisition: • Prospecthill Road, Ravenscraig, Motherwell to McTaggart Construction Limited up to the value of £11.10M, including contingency allowance The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth Programme of Work Transforming Places Item 19 Page 229 of 272
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1. Background 1.1 The council has an approved programme to deliver 6,000 new homes by 2035. The delivery of such a large-scale programme presents several challenges, which include procurement of competent contractors with a track record of delivering new build homes to the Councils standard, within the timescale required and at a competitive cost. To increase the pace of delivery, secure best value and minimise risk to the Council, a range of procurement options have been utilised. 1.2 For each project a bespoke Contract Strategy is undertaken to assess the most appropriate procurement route. These include but are not limited to the use of SPA and Scotland Excel frameworks utilising the direct award and mini comp procedures, and in some cases the use of Hub Southwest or a traditional “Restricted” style tendering procedure within the open market. 1.3 Within this report, one project has been identified to be procured via the direct award procedure. For this project, the direct award procedure has been identified as the optimum route to market, as it allows early engagement with contractors leading to economies and efficiencies being achieved in design, risk, early engagement for utilities and programme benefits to be achieved. 2. Report 2.1 The site identified in Appendix 1 at Prospecthill Road, Ravenscraig is owned by Ravenscraig Ltd and was previously approved for potential inclusion within the council’s new supply programme. 2.2 Subject to due diligence and confirmation of Best Value, a separate report will be submitted to the Finance and Resources Committee to seek approval for the land purchase, enabling the proposed development to proceed. 2.3 The council has engaged with McTaggart Construction Limited who are a contractor on the Framework. Feasibility costs have been obtained for the site at Prospecthill Road, Ravenscraig, Motherwell, at a value of £11.10m, including contingency allowance but excluding land acquisition. The project will deliver 48 units in total and contain a mixture of one and two bed flats, including wheelchair accessible properties at ground floor level. A comprehensive analysis of the feasibility costs has been completed and is considered to represent Best Value. Subject to confirmation through benchmarking against the relevant framework rates, it is proposed that a final tender price be agreed to facilitate the award of the contract, subject to approval of the land acquisition. 2.4 The project remains in active procurement. Accordingly, the recommendations outlined in page one of this report seek approval for the award of the contract, up to the stated values, in line with the Council’s General Contract Standing Orders, as and when finalised outside the committee cycle. Adopting this approach shall expedite the programme and allow appointed contractors to progress works in a more efficient and effective manner. Additionally, this approach shall also prove beneficial where any pre-construction / enabling works are required whilst also allowing appointed contractors to engage third party companies i.e. utility companies to undertake works required to enable housing construction methods to commence. Page 230 of 272
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Should the recommendations within this report be approved, more detailed information on any contract award shall be reported to the next available Housing Committee following award. Should the contract to be awarded exceed the values stated in the recommendations, further details and approvals shall be sought from a future Housing Committee. 2.5 The pricing mechanism is a Priced Contract with Activity Schedule offering a good level of cost certainty. However, there are currently no cashable savings attributed to the contract outlined above at this time. 2.6 The council is committed to maximising the delivery of community benefits through its procurement activities. This procurement includes a requirement for community benefits, aiming to generate positive outcomes for the local area wherever possible. At this stage of the procurement process for the site listed in the report, no specific community benefits have been identified. However, once the contract is formally awarded, a summary of the community benefits pledged will be presented to Committee. 2.7 All contractors appointed to the Framework have evidenced fair working practices within their organisations as part of the procurement procedures to be appointed to the respective arrangements 2.8 Officers from New Supply will be responsible for managing all contracts once awarded which will be undertaken in accordance with the council’s agreed approach to contract and supplier management. 3. Measures of success 3.1 The proposed contract award detailed within this report will deliver the following outcomes: a) The appointment of contractors who have the experience and capability to deliver new build social housing. b) The procurement procedures applied are compliant with the procurement legislation, overarching framework agreements and internal procedures. c) That Best Value is both demonstrable and achieved. d) That contracts awarded secure a range of community benefits. e) Those contracts awarded support payment of the real Living Wage to staff employed in the delivery of the requirements; and f) That the performance of contracts awarded are proactively managed against several Key Performance Indicators. 4. Supporting Documents Appendix 1 – Site Location Appendix 2 – Summary of New Build programme Pamela Humphries Chief Officer (Place) Page 231 of 272
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If yes, please provide a brief summary of the impact? The new build programme includes measures that will help reduce inequalities of outcome through certain design features including: • Housing for Varying Needs to make homes as accessible as possible. • Secure by Design to make homes and the surrounding environment as safe and secure as possible. • Achieving the Scottish Government requirements for Greener Homes to • reduce the incidence of fuel Poverty. • Facilitating improved access to high-speed internet capabilities including installation of ‘fibre to the property’. If yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If yes, have all relevant financial impacts have been discussed and agreed with Finance? Yes ☒ No ☐ If yes, please provide a brief summary of the impact? The funding for projects referred to in this report can be met from the Council’s Housing Revenue Account budget for the New Supply Programme. Grant support is also provided by the Scottish Government. The costs associated with contract delivery will be contained within the HRA New Supply capital programme. Grant funding for new build is £104,353 per unit, based on a 3-person equivalent as well as additional grant funding for increased quality measures and renewables. 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? Page 232 of 272
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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 have been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If yes, please provide a brief summary of the impact? Legal advice has been provided due to the nature of the procurement activity noted in the report. Key risks associated with this route have been fully considered to ensure compliance with legal requirements. 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 new homes are built to higher energy efficiency and sustainability standards, which helps to reduce future carbon emissions from the properties. This is done via a fabric first approach, while incorporating renewable technologies where appropriate, e.g. providing minimum of EPC B certification, Silver Standards 1 and 2, non-gas heating systems and EV charging. The Council’s New Supply Programme will ensure that the impact on the Council’s carbon footprint is mitigated. The specifications incorporated within the contract documentation will: deliver reduced energy need; encourage sustainable construction; promote health and wellbeing; reduce waste and resources through effective storage, collection and composting of waste and recyclable materials and include measures which will reduce CO2 emissions. Page 233 of 272
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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 implementation and delivery of the New Supply programme will be promoted through the New Supply PR plan and via communications with elected members and local stakeholders 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 associated with the New Supply Programme is managed within the council’s project management and risk register process. By undertaking detailed Ground Investigation and other relevant site assessments, prior to proceeding with the development of any site, the council is mitigating the risk of unforeseen costs relating to ground conditions, although this risk cannot be eliminated entirely. 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. The Council’s New Supply housing programme previously partnered with Veterans Housing Scotland to deliver housing for Armed Forces Veterans and the current SHIP supports new affordable housing project for Scottish Veterans' Garden City Association. 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 234 of 272
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Appendix 1 - General Outline of Proposed New Site Location Propsecthill Road, Ravenscraig, Motherwell | Approximately 48 units Page 235 of 272
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Appendix 2 - New Build Sites Summary (as 7th August 2025) Area Location Units Comments Completion Year Holytown Main St 10 Completed (Amenity) 2010/11 Holytown Spruce Way 10 Completed 2010/11 Motherwell Ravenscraig (David Wilson Homes) 18 Completed (off the shelf) 2010/11 (2010/11) 38 Airdrie Clarkston PS 19 Completed 2011/12 Millerston Coshneuk Rd 11 Completed (Amenity) 2011/12 Cumbernauld North Rd 29 Completed 2011/12 Wishaw Cambusnethan PS 20 Completed (Amenity) 2011/12 (2011/12) 79 Viewpark Laburnum Rd (Phase 1) 12 Completed 2012/13 (2012/13) 12 Viewpark Laburnum Rd (Phase 2) 28 Completed 2013/14 Moodiesburn Gartferry Road 50 Completed 2013/14 Cumbernauld Westfield Drive 30 Completed 2013/14 (2013/14) 108 Airdrie Former Albert PS 14 Completed 2014/15 Chryston Lanrig Rd 27 Completed (Amenity) 2014/15 Coatbridge Corsewall St 14 Completed 2014/15 (2014/15) 55 Bellshill Former Belvidere PS 20 Completed 2015/16 Kilsyth Fisher Ave 30 Completed 2015/16 Chryston Old Lindsaybeg Rd (Persimmon) 14 Completed (off the shelf) 2015/16 (2015/16) 64 Motherwell Glencairn Tower site 25 Completed 2016/17 (2016/17) 25 Viewpark Former Tannochside PS 16 Completed 2017/18 Wishaw Walkerburn Dr, Coltness 20 Completed 2017/18 Cumbernauld Cardowan Drive 30 Completed 2017/18 Cumbernauld Kildrum Nursery 16 Completed 2017/18 Chryston Station Rd (Persimmon) 30 Completed (off the shelf) 2017/18 Chapelhall Former St Aloysius PS (Phase 1) 24 Completed 2017/18 (2017/18) 136 Chapelhall Former St Aloysius PS (Phase 2) 6 Completed 2018/19 Cumbernauld Brown Road 20 Completed 2018/19 New Stevenston Former New Stevenston PS 15 Completed 2018/19 Chryston Greenlea Road 21 Completed 2018/19 Coatbridge Old School Court 20 Completed 2018/19 Airdrie Former Alexandra PS 14 Completed 2018/19 Harthill Former Harthill PS 20 Completed 2018/19 (2018/19) 116 Motherwell Cleekhimmin, Ravenscraig (Barratt) 10 Completed (off the shelf) 2019/20 Coatbridge Blair Road 40 Completed 2019/20 Motherwell Calder PS 30 Completed 2019/20 Gartcosh Johnston Road / Inchnock Ave (Phase 1) (Bellway) 16 Completed (off the shelf) 2019/20 Cumbernauld Cedar Road Nursery 14 Completed 2019/20 Chryston Main Street (Bellway) 18 Completed (off the shelf) 2019/20 Wishaw Meadowhead Rd, Ravenscraig (Keepmoat) 11 Completed (off the shelf) 2019/20 (2019/20) 139 Bellshill Caledonian Avenue (Phase 1 ) 19 Completed 2020/21 Wishaw Dimsdale Road (Phase 1) 6 Completed 2020/21 (2020/21) 25 Bellshill Caledonian Avenue (Phase 2) 8 Completed 2021/22 Wishaw Dimsdale Road (Further Phases) 55 Completed 2021/22 Coatbridge St James PS / Lismore Drive 58 Completed 2021/22 Wishaw Roberts Street (Belhaven House) 16 Completed 2021/22 (2021/22) 137 Wishaw Mossburn St, Waterloo 20 Completed 2022/23 Plains Plains PS 16 Completed 2022/23 Bellshill Community Road 29 Completed 2022/23 Airdrie Dykehead Road, Holehills (Phase 1) 11 Completed 2022/23 Motherwell Torrance Park (Phase 1) (Barratt) 6 Completed (off the shelf) 2022/23 (2022/23) 82 Chryston Chilterns Care Home, Lindsaybeg Road 21 Completed 2023/24 Airdrie Dykehead Road, Holehills (Further Phases) 139 Completed 2023/24 Stepps Gateside Farm (Barratt) 30 Completed (off the shelf) 2023/24 Motherwell Torrance Park (Phase 2) (Barratt) 4 Completed (off the shelf) 2023/24 Motherwell Ravenscliff Rd, Ravenscraig 24 Completed 2023/24 Moodiesburn Auchengeich, Gartferry Road (Bellway) 12 Completed (off the shelf) 2023/24 Wishaw Castlehill Road, Gowkthrapple (Phase 1) 19 Completed 2023/24 Airdrie Northburn Place 31 Completed 2023/24 Shotts Springhill Road (Keepmoat) 12 Completed (off the shelf) 2023/24 Coatbridge Lorne Place (Allanwater) 24 Completed (off the shelf) 2023/24 Coatbridge Berwick St 19 Completed 2023/24 (2023/24) 335 Airdrie Glenacre Drive 16 Completed 2024/25 Wishaw Castlehill Road (Further Phases) 78 Completed 2024/25 Airdrie Former Orrs Building (Wilson) 20 Completed (off the shelf) 2024/25 Chryston Gartferry Road (Allanwater) 22 Completed (off the shelf) 2024/25 Coatbridge Calder Gardens, Carnbroe (Barratt) 18 Completed (off the shelf) 2024/25 Airdrie Petersburn Road (Former Petersburn PS) 40 Completed 2024/25 Gartcosh Johnston Road (Phase 2) (Bellway) 12 Completed (off the shelf) 2024/25 Cumbernauld Dowanfield Road (Zoom) 24 Completed (off the shelf) 2024/25 Motherwell Brandon Street 48 Completed 2024/25 (2024/25) 278 Sub total 1629 Completed Total 1629 Annual Completions C o m p l e t e d Page 236 of 272
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Airdrie Graham Street (NLP, Conversion) 2 On Site Airdrie Northburn Avenue (Shop Conversion) 1 On Site Bellshill Thorn Road 26 On Site Coatbridge School Street (Former Columba HS) 127 On Site Millerston Coshneuk Road 17 On Site Motherwell Former Motherwell Town Hall 20 On Site Sub total 193 On site Viewpark Laburnum Road 26 Contract Awarded Coatbridge Bank Street 16 Tender Stage Coatbridge Kildonan Street 43 Tender Stage Cumbernauld Glasgow Road (Former Cumbernauld Village PS) 8 Planning app submitted Glenboig Main Street (Former Police Station) 7 Planning app approved Wishaw 4 Wishaw Town Centre Sites (Caledonian Rd, Graham St, King St, Stewarton St) 51 Contract awarded Caldercruix Hill Street (Former St Mary's PS) 25 Design development underway Motherwell Hope Street (Masonic Hall) 10 Design development underway Coatbridge Main Street 49 Planning app approved Motherwell Dalzell Drive 24 Design development underway Newmains Newton Drive (Former St Brigid's PS) 33 Planning app submitted Coatbridge Tay Street (Former Pentland PS) 16 Design development underway Coatbridge Kildonan Street (Former Portland HS) 16 Design development underway Viewpark Elm Crescent (Former Muirpark Care Home) 25 Design development underway Airdrie Gartlea Road (Coats House) 28 Design development underway Wishaw Main Street (Anvil Block) 32 Design development underway Glenboig Glenboig Road (Marnoch) 30 Design development underway Bellshill Hattonrigg Road 20 Design development underway Kilsyth Burngreen (Former Health Centre) 10 Design development underway Sub total 469 Design development underway Coatbridge Shawhead 100 On Site Coatbridge Dunbeth 114 Design development underway Coatbridge Jackson 56 Design development underway Motherwell Coursington 84 Design development underway Various Phase 2 Reprovisioning Sites 250 Design development underway Sub total 604 Re-provisioning sites Cumbernauld Community Growth Area - Phases 1-3 (Bellway) 75 Off the shelf Private Phase in Progress Coatbridge Former DWP Offices, South Circular Road (ML5 Limited) 39 Off the shelf Purchase approved at Committee Motherwell Prospecthill Road 23 Off the shelf Purchase approved at Committee Sub total 137 Future off the shelf purchases from developers Total 3032 O f f T h e S h e l f O n - S i t e D e s i g n D e v e l o p m e n t R e - p r o v i s i o n i n g Page 237 of 272
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref: HO RW 25 029 / NLC-SLP-25-028 Date: 27 August 2025 Contract Award for MTC for Electrical Upgrade Works to NLC Low Rise Block Communal Areas; 2025-2030 From Stephen Llewellyn, Chief Officer (Housing) E-mail starbucks@northlan.gov.uk Telephone: Siobhan Starbuck – Contract Support Manager – via MS Teams Executive Summary In accordance with the councils General Contract Standing Orders (GCSOs), the Committee is asked to approve the award of a contract for MTC for Electrical Upgrade Works to NLC Low Rise Block Communal Areas; 2025-2030 (the ‘Agreement’) following the undertaking of a procurement procedure as detailed within this report below. Recommendations It is recommended that the Housing Committee: 1) approves the award of the Agreement to Saltire Facilities Management Ltd (the “Contractor”) at the maximum value of Five Million Pounds Sterling (£5,000,000.00) exclusive of VAT for an initial period of 24 months anticipated to commence on 15 September 2025 with the council reserving the right to extend the Agreement for additional periods up to a maximum of a further 36 months The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition Statement (1) Ensure a housing mix that supports social inclusion and economic growth Programme of Work Invest in North Lanarkshire 1. Background 1.1 The close lighting and electrical switchgear within the majority of the North Lanarkshire Council’s low rise (5 or less) storey blocks of flats is approximately 40-50 plus years old. The Council started a programme of renewal of the lighting, switchgear and associated works in Item 20 Page 239 of 272
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2023 as part of its preventative maintenance programme with regard to the electrical safety of its stock. This was due to the increased cost of repairs, obsolete parts and often to ensure safety for operatives having to work on aging systems. The Council wish to carry out a similar programme in this contract, for the renewal of the lighting, switchgear and associated works as appropriate as part of its preventative maintenance programme with regard to the electrical safety of its stock. The main objectives of this proposed contract can be summarised as follows:- • ensuring the ongoing electrical safety for tenants; • complying with good practice in terms of electrical safety; • undertaking electrical safety work in strict accordance with legislative ability; and, • reducing future maintenance costs for the Authority. This contract will be funded by the HRA budget and the contract duration will be for an initial 24 months with the option to extend up to a maximum period of a further 36 months. 1.2 The requirements within the Agreement are currently under contract with Saltire Facilities Management Ltd. This arrangement is due to expire on 28 November 2025 with the Agreement detailed within this report due to supersede it. 1.3 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. 1.4 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 26 May 2025. 2. Report 2.1 The initial estimated value of the Agreement dictated that the opportunity be considered as a “Higher Threshold Regulated” procurement procedure. On 11 June 2025, a Contract Notice for the opportunity was published on the Public Contracts Scotland and the UK Find a Tender (FTS) website. 2.2 As determined within the Contract Strategy, the procurement procedure was undertaken as an “Open Procedure”. The Open Procedure is a single stage competitive procurement procedure where following the publication of the Contract Notice, any interested party could submit a tender. 2.3 Based on the evaluation criteria and scoring methodology set out in the procurement procedure, an evaluation of tenders received was completed by members identified by the UIG as having the technical knowledge and experience to evaluate tenders in a professional and fair manner. 2.4 Following completion of the procurement procedure in line with the terms, conditions and processes contained within, the recommended Contractor has been evaluated as submitting the most economically advantageous tender. Page 240 of 272
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2.5 Appendix 1 provides a summary of the procurement procedure undertaken including the key considerations and outcomes. Financial / Budget Consideration 2.6 The pre-tender wholelife estimate budget for the Agreement was £5,000,000.00. The costs associated with delivery of the Agreement will be contained within the HRA Capital budget for the Investment team within Housing. 2.7 The construction sector always carries a volatile market for materials which may have an impact on this contract; however, the procurement will secure a fixed price for the delivery of the contract at the time of contract award therefore the risk of materials price inflation is borne by the successful contractor and CSM will be conducted throughout the duration of the contract. Price Stability 2.8 The Agreement pricing is fixed until September 2026. Thereafter, prices will be adjusted annually by the application of the Royal Institution of Chartered Surveyors Building Cost Information Service M & E Cost Index which is an industry standard approach. Community Benefits 2.9 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. 2.10 Within their tender, the recommended Contractor committed to deliver community benefits as detailed within Appendix 1 of this report: 2.11 The community benefits committed as part of the Agreement includes the creation of jobs or apprenticeships. Fair Work First and Payment of the Living Wage 2.12 Within their tender submission, the recommended Contractor detailed their commitment to practices consistent with the Scottish Government's 'Fair Work First' framework, and they are verified as Real Living Wage accredited employers. 2.13 Further information on the Living Wage status of the recommended Contractor is detailed in Appendix 1. Contract Management 2.14 Officers from the Investment Team within Housing will be responsible for managing the Agreement which will be undertaken in accordance with the contract and supplier management conditions applied within the Agreement. Page 241 of 272
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3. Measures of success The Agreement will deliver the following outcomes; 3.1 Conclusion of a procurement procedure that is compliant with procurement legislation and internal procedures. 3.2 Best Value will be demonstrated as outlined in Appendix 1; 3.3 Conclusion of a procurement procedure that is compliant with procurement legislation and internal procedures; and 3.4 Delivery of a range of Community Benefits and Social Value. 4. Supporting documents Appendix 1 Summary of Procurement Procedure Stephen Llewellyn Chief Officer (Housing) Page 242 of 272
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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? All procurement procedures will have potential legal implications however throughout this Agreement, compliance with the councils General Contract Standing Orders and the relevant procurement regulations has been maintained with advice from colleagues in Corporate Procurement and Legal Services sought as and when required. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e-mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Page 243 of 272
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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? Contractors have been asked to consider the use of low carbon footprint / environmentally friendly products / materials where possible. Contractors will also be encouraged to consider use of electric vehicles and sharing vehicles where possible. The procurement will include a requirement for BS EN 14001 / EMAS certification to be maintained (or equivalent). 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? Poor contractor performance versus the requirement of employers’ requirements / specification may contain a risk impact. However, this will be monitored during the contract with formal performance review scorecards being used to record performance. Financial Risk: Annual fluctuations will be implemented which could have a risk impact, however, these fluctuations have been factored into the overall contract budget. 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? Page 244 of 272
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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 245 of 272
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Appendix 1 – Summary of Procurement Procedure Overview Reference NLC-SLP-25-028 Title MTC for Electrical Upgrade Works to NLC Low Rise Block Communal Areas; 2025-2030 Classification Works Responsible Chief Officer and Position Stephen Llewellyn, Chief Officer (Housing) Competition Governance by Value Higher Threshold - Public Contracts (Scotland) Regulations 2015 Route to Market Open Procedure Interest Total Expression of Interest (EoI) 33 EoI from NLC Based Businesses 4 Tenders Received Total No. of Tenders Received 3 No. of Tenders From SME’s 1 No. Tenders from NLC Based Businesses 1 No. of Tenders from Supported Businesses 0 Reasons for Single Tender Response Not applicable Award Criteria Quality Weighting 40% Price Weighting 60% Evaluation Scoring Contractor(s) Score 93.20% Unsuccessful Tenderer Scoring Range N/A – only one unsuccessful tenderer with score of 90.46% How Has “Best Value” Been Demonstrated? The competitive bidding environment generated through the open tender has enabled the Council to secure the most economically advantageous tenders. The evaluation criteria, which were clearly defined and communicated in the tender documents, focused not only on price but also on quality, experience, technical capability, and social value considerations. This comprehensive assessment ensures that the selected contractor demonstrates the capacity to deliver high-quality services that meet the Council's specific needs and provide long-term benefits to our community. Page 246 of 272
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Additional Comments Not applicable Award Details General Overview Total / Maximum Value £5,000,000.00 Contract Duration (Months) 2 + 1 + 1 + 1 Contractor Registered Name(s) Saltire Facilities Management Ltd Contractor Overview Registered Local Authority Area North Lanarkshire Council Contractor(s) Size Large Living Wage Paying the Living Wage Yes Living Wage Accredited Yes Overview of Community Benefits Community Benefit Outcome Qty Offered Community Benefit Outcome Qty Offered TRE02 New Entrants – Key Priority Groups 5 TST01 Work Experience Placement (16+ years) 5 TST02 Work Experience Placement (14 – 16 years) 10 SCD 01 Supply Chain Briefing with SMEs 5 Additional Comments CB’s offered are over the course of the full contract duration of 5 years. 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 247 of 272
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref: HO DE 24 032 / NLC-SLP-24-037 Date: 27 August 2025 Contract Award for MTC Replacement of Controlled Door Entry Systems and Associated Works 2025 - 2029 From Stephen Llewellyn, Chief Officer (Housing) E-mail starbucks@northlan.gov.uk Telephone: Siobhan Starbuck – Contract Support Manager – via MS Teams Executive Summary In accordance with the councils General Contract Standing Orders (GCSOs), the Committee is asked to approve the award of a contract for MTC Replacement of Controlled Door Entry Systems and Associated Works 2025 – 2029 (the ‘Agreement’) following the undertaking of a procurement procedure as detailed within this report below. Recommendations It is recommended that the Housing Committee: 1) approves the award of the Agreement to DM Integrated Ltd the “Contractor”) at the maximum value of six million pounds Sterling (£6,000,000.00) exclusive of VAT for an initial period of 24 months anticipated to commence on 06 October 2025 with the council reserving the right to extend the Agreement for additional periods up to a maximum of a further 24 months. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition Statement (14) Ensure the highest standards of public protection Programme of Work Invest in North Lanarkshire 1. Background 1.1 North Lanarkshire Council is required to re-procure and appoint a single contractor for Replacement Controlled Door Entry Systems to various low and high-rise housing blocks in various locations within the geographic boundaries of North Lanarkshire Council. 1.2 This contract is to ensure the safety of both Council and private residents by providing secure entry systems on all low-rise and high-rise properties, preventing unauthorised entry. Item 21 Page 249 of 272
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1.3 The incumbent contractor for this contract is DM Integrated Ltd. The current contract started in September 2022 and was due to expire on 21 January 2024, this was extended utilising the optional extension period for a further 12 months to 21 January 2025. There was a further extension period of 3 months utilised taking the expiry date up to 21 April 2025 and included a Contract Modification to increase the budget by 15% to secure the works that were required to be finished on this contract and for the Council to progress the re-procurement of a new contract. 1.4 A subsequent direct award was granted to the incumbent contractor to maintain service continuity during the development stage of the new contract given the potential security concerns within some of the blocks. 1.5 The scope of work aligned with the Core Project requirements under the Enterprise contract therefore Mears Ltd were offered first refusal to price the works. The tender evaluation for Mears Ltd submission could not adequately demonstrate best value being achieved at this time and therefore re-procurement via an open tender procedure was required. 1.6 The scope of works are as follows: • The replacement of existing controlled door entry systems and electronically operated communal entrance doors/ screens in metal or timber depending on specific requirements of high or low rise housing blocks/ sheltered housing/ care homes and the like, replacement of entrance canopies, • Upgrading entrance lighting and emergency exit signage, external works (access paths, stairs, ramps, handrails, fencing and the like), all associated electrical works, • Firestopping, builderswork and asbestos removal associated with the works, • Making good all finishings and obtaining building warrants. • Provide a mandatory12 months maintenance / defects period from completion of each installation and provision of 24 hours per day/7 days per week callout service for the contracted maintenance period. 1.7 All works will generally be to occupied domestic properties but may include void domestic properties and / or owner-occupied properties. 1.8 The contract also includes an element of Contractor Design responsibility (CDP). 1.9 This contract will have a maximum contract value of £6M (including all extension periods) with a contract duration of 2 years + 2 x 12 month optional extension periods. 1.10 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. 1.11 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 29 May 2025. Page 250 of 272
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2. Report 2.1 The initial estimated value of the Agreement dictated that the opportunity be considered as a “Higher Threshold Regulated” procurement procedure. On 10 June 2025, a Contract Notice for the opportunity was published on the Public Contracts Scotland and the UK Find a Tender (FTS) website. 2.2 As determined within the Contract Strategy, the procurement procedure was undertaken as an “Open Procedure”. The Open Procedure is a single stage competitive procurement procedure where following the publication of the Contract Notice, any interested party could submit a tender. 2.3 Based on the evaluation criteria and scoring methodology set out in the procurement procedure, an evaluation of tenders received was completed by members identified by the UIG as having the technical knowledge and experience to evaluate tenders in a professional and fair manner. 2.4 Following completion of the procurement procedure in line with the terms, conditions and processes contained within, the recommended Contractor has been evaluated as submitting the most economically advantageous tender. 2.5 Appendix 1 provides a summary of the procurement procedure undertaken including the key considerations and outcomes. Financial / Budget Consideration 2.6 The pre-tender wholelife estimate budget for the Agreement was £6,000,000.00. The costs associated with delivery of the Agreement will be contained within the Capital budget for the Investment Team within Housing. 2.7 The construction sector always carries a volatile market for materials which may have an impact on this contract; however, the procurement will secure a fixed price for the delivery of the contract at the time of contract award, therefore, the risk of material price inflation is borne by the successful contractor and CSM will be conducted throughout the duration of the contract. Price Stability 2.8 The Agreement pricing is fixed until October 2026. Thereafter, prices will be adjusted annually by the application of the Royal Institution of Chartered Surveyors Building Cost Information Services which is an industry standard approach. Community Benefits 2.9 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. 2.10 Within their tender, the recommended Contractor committed to deliver community benefits as detailed within Appendix 1 of this report: Page 251 of 272
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2.11 The community benefits committed as part of the Agreement includes the creation of jobs or apprenticeships. Fair Work First and Payment of the Living Wage 2.12 Within their tender submission, the recommended Contractor detailed their commitment to practices consistent with the Scottish Government's 'Fair Work First' framework, and they are verified as Real Living Wage accredited employers. 2.13 Further information on the Living Wage status of the recommended Contractor is detailed in Appendix 1. Contract Management 2.14 Officers from the Investment Team within Housing 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 The Agreement will deliver the following outcomes; 3.1 Conclusion of a procurement procedure that is compliant with procurement legislation and internal procedures. 3.2 Best Value will be demonstrated as outlined in Appendix 1; 3.3 Conclusion of a procurement procedure that is compliant with procurement legislation and internal procedures; and 3.4 Delivery of a range of Community Benefits and Social Value. 4. Supporting documents Appendix 1 Summary of Procurement Procedure Stephen Llewellyn Chief Officer (Housing) Page 252 of 272
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? All procurement procedures will have potential legal implications however throughout this Agreement, compliance with the councils General Contract Standing Orders and the relevant procurement regulations has been maintained with advice from colleagues in Corporate Procurement and Legal Services sought as and when required. 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? Page 253 of 272
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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? Contractors will be asked to consider the use of low carbon footprint / environmentally friendly products / materials where possible. Contractors will also be encouraged to consider use of electric vehicles and sharing vehicles where possible. The procurement will include a requirement for BS EN 14001 / EMAS certification to be maintained (or equivalent). 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 254 of 272
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Appendix 1 – Summary of Procurement Procedure Overview Reference NLC-SLP-24-037 Title MTC Replacement Controlled Door Entry Systems & Associated Works; 2025 - 2029 Classification Works Responsible Chief Officer and Position Stephen Llewellyn, Chief Officer (Housing) Competition Governance by Value Higher Threshold - Public Contracts (Scotland) Regulations 2015 Route to Market Open Procedure Interest Total Expression of Interest (EoI) 18 EoI from NLC Based Businesses 3 Tenders Received Total No. of Tenders Received 3 No. of Tenders From SME’s 3 No. Tenders from NLC Based Businesses 2 No. of Tenders from Supported Businesses 0 Award Criteria Quality Weighting 40% Price Weighting 60% Evaluation Scoring Contractor(s) Score 100.00% Unsuccessful Tenderer Scoring Range 71.42% - 93.09% How Has “Best Value” Been Demonstrated? The competitive bidding environment generated through the open tender has enabled the Council to secure the most economically advantageous tenders. The evaluation criteria, which were clearly defined and communicated in the tender documents, focused not only on price but also on quality, experience, technical capability, and social value considerations. This comprehensive assessment ensures that the selected contractor demonstrates the capacity to deliver high-quality services that meet the Council's specific needs and provide long-term benefits to our community. Additional Comments Not applicable Award Details General Overview Total / Maximum Value £6,000,000.00 Contract Duration (Months) 24 + 12 + 12 Page 255 of 272
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Contractor Registered Name(s) DM Integrated 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 Community Benefit Outcome Qty Offered Community Benefit Outcome Qty Offered TRE04 New Start – Apprentice 8 TST02 Work Experience (14-16yo) 8 TST04 Careers Event 4 TST06 School Mentoring or Enterprise Programme 4 CCE01 Financial Support for a Community Project 8 Additional Comments CB’s offered are over the course of the full contract duration of 4 years. 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 256 of 272
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref: SL/KMcG Date: 27 August 2025 Contract Award for Garden Assistance Scheme & Ad-Hoc Garden Works 2025 – 2028, Motherwell From Stephen Llewellyn, Chief Officer (Housing) E-mail Llewellyns@northlan.gov.uk Telephone: 01698 274192 / 07939280680 Executive Summary In accordance with condition 21.3.2 of the councils General Contract Standing Orders (GCSOs), the Committee is asked to homologate the award of a contract for Garden Assistance Scheme & Ad- hoc Garden Works 2025-2028, Motherwell (the ‘Agreement’) following the undertaking of a procurement procedure as detailed within this report below. Recommendations It is recommended that Housing Committee: 1) Homologates the award of the Agreement to The Landscaping Centre, T/A idverde Limited, (the “Contractor”) at the maximum value of eight hundred and fifty-eight thousand, seven hundred and thirty-two Pounds Sterling (£858,732) exclusive of VAT for a period of 36 months anticipated to commence on 01 June 2025 with the council reserving the right to extend the Agreement for additional periods up to a maximum of a further 12 months. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition Statement (17) Ensure we keep our environment clean, safe, and attractive Programme of Work Resilient People 1. Background 1.1 The Housing Service provide a Garden Assistance Scheme for elderly and infirm tenants of North Lanarkshire who are unable to independently maintain their garden area and who have no alternative support available to assist them in doing this. The service is provided free of charge for council tenants. Item 22 Page 257 of 272
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1.2 The garden maintenance service is provided to approximately 5,500 tenants of North Lanarkshire Council, with approximately 550 being resident in the Motherwell area. Through the contract service users receive nine grass cuts, three Hedge trims, two weedkills and two occurrences of edging throughout the growing season between approximately March and October each year. 1.3 The ad-hoc garden works contract was introduced in 2013 to allow one off works to be carried out to properties to bring them to a standard to enable them to be included on, and maintained through, the council’s Garden Assistance Scheme. Additionally, the ad-hoc garden contract allows the authority to maintain and improve areas, where gardens and other pieces of land within the housing services portfolio have fallen below an acceptable standard, and where other ad-hoc works including general tidying and maintenance, grass cutting, hedge cutting, tree pruning, reforming of garden areas, clearance of debris and path clearing, are deemed necessary. 1.4 The purpose of these services is to assist in ensuring the overall environmental and visual amenity of estates is maintained to an acceptable level. 1.5 A Framework Agreement for Garden Assistance Scheme and Ad-Hoc Garden Works for the period 2021 / 2024 (NLC-CPT-20-043) was approved by committee on 25 November 2020. This Framework was in place to service the garden maintenance works for an initial period of three years, with an option for a 12-month extension at the discretion of the council. 1.6 During the lifetime of the previous framework, contractors experienced difficulties in servicing the contract mainly due to the volume of work required and difficulties in recruiting seasonal staff required for the Garden Assistance Scheme works. This resulted in further procurement exercises being undertaken to allow us to continue providing the required services. 1.7 On 6 June 2023, committee homologated the award of 4 smaller contracts in respect of our Garden Assistance Scheme – North Zone (NLC-CPT-23-004) and in 2023 a further procurement procedure was undertaken as a Mini Competition (NLC-CPT-23-087) within Lot 3 – Ad-Hoc Garden Works, of the original framework agreement. 1.8 All contracts resulting from the previous procurement exercises expired on 28 February 2025. 1.9 In 2024 a full procurement exercise was undertaken to establish new contracts for the ‘Garden Assistance Scheme & Ad-Hoc Garden Works 2025 – 2028 (NLC-CPT-24-039). This Agreement opportunity was presented as six separate Lots with each Lot providing both the Garden Assistance Scheme and Ad-hoc Garden Works services in a specific geographical area. 1.10 In combining the Garden Assistance Scheme and Ad-Hoc Garden Works, this provided the opportunity for tenderers to have continual work throughout the year and would reduce the requirement to employ seasonal staff, and in reducing the size of each Lot being offered, this made the volumes of work more achievable for contractors. Both these changes to the structure of this contract aim to reduce the potential for the Agreements to fail as in the previous frameworks. 1.11 Following this procurement exercise, on 12 February 2025, Committee approved the award of five contracts in respect of the ‘Garden Assistance Scheme & Ad-Hoc Garden Works 2025 – 2028’ contract, (NLC-CPT-24-039). The contracts awarded would provide services in Lot 1 – Coatbridge; Lot 2 -The North; Lot 3 - Airdrie & Cumbernauld; Lot 4 – Bellshill; and Lot 6 - Wishaw & Shotts. 1.12 Through the previous tender exercise, we were unable to award a contract for the provision of the required services in Lot 5 – Motherwell as the cost associated with the preferred bidder for this Lot were significantly higher than the prices submitted by all other contractors, and it Page 258 of 272
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would have been cost prohibitive against the budget set for this contract. Committee therefore agreed that a further procurement exercise would be carried out to appoint a contractor to provide the Garden Assistance Scheme & Ad-Hoc Garden Works within the Motherwell area, and that interim arrangements would be put in place to provide the services for the period of April – May 2025, to allow time for the procurement exercise to be finalised and a contract awarded. 1.13 As an interim arrangement a Quick Quote was published on PCS requesting quotes for two grass cuts and one hedge cut to be carried out at eligible properties in the Motherwell area. The opportunity to quote was issued to fifty-six contractors, with six returning a response. Grass Grow Garden Maintenance Ltd. provided the most competitive price for this work and are currently undertaking the garden works in Motherwell. The value of this contract is below threshold for reporting at committee. Our contract with Grass Grow Garden Maintenance ended on 31 May 2025 with the agreement detailed in this report superseding it. 2. Report 2.1 The initial estimated value of the Agreement dictated that the opportunity be considered as a “Higher Threshold Regulated” procurement procedure. On 03 March 2025, a Contract Notice for the opportunity was published on the Public Contracts Scotland and the UK Find a Tender (FTS) website. 2.2 The Agreement opportunity was presented as one single Lot, with this Lot providing both the Garden Assistance Scheme and Ad-Hoc Garden Works services with the Motherwell Locality. 2.3 As determined within the Contract Strategy, the procurement procedure was undertaken as an “Open Procedure.” The Open Procedure is a single stage competitive procurement procedure where following the publication of the Contract Notice, any interested party could submit a tender. 2.4 Based on the evaluation criteria and scoring methodology set out in the procurement procedure, an evaluation of tenders received was completed by members identified by the UIG as having the technical knowledge and experience to evaluate tenders in a professional and fair manner. 2.5 Following completion of the procurement procedure in line with the terms, conditions and processes contained within, the recommended Contractor has been evaluated as submitting the most economically advantageous tender. 2.6 Appendix 1 provides a summary of the procurement procedure undertaken including the key considerations and outcomes. Financial / Budget Consideration 2.7 The pre-tender wholelife estimate budget for the Agreement was £858,732. The costs associated with delivery of the Agreement will be contained within the Revenue and Capital budget for the Motherwell Housing Locality team within Housing. Page 259 of 272
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2.8 The pre-tender estimate was based on the current number of service users utilising the service against the current spend, taking account of current trends in price increases / inflation etc. 2.9 The provision of this service is demand led and therefore the actual spend may vary marginally from the contract value. 2.10 The costs associated with delivery of the agreement will be contained within the Revenue and Capital Budget for Housing Services. Price Stability 2.11 The price for the services provided is fixed for the first two years of the initial 3-year term of the contract, with a marginally increased fixed price for the remaining year of the initial contract and the remaining 12-month extension, should we decide to utilise this. This will allow the service to project spend while also ensuring scope for the contractors to continue servicing the contracts should there be any future unpredicted inflation in costs associated with the provision of these services e.g. rises in living wage requirements, fuel, and machinery costs. Community Benefits 2.12 The council is committed to maximising the delivery of community benefits. The procurement included a community benefit requirement; this approach is designed to deliver local community benefits where possible. 2.13 Within their tender, the recommended Contractor committed to deliver community benefits as detailed within Appendix 1 of this report: 2.14 The community benefits committed as part of the Agreement includes the creation of jobs or apprenticeships. Fair Work First and Payment of the Living Wage 2.15 Within their tender submission, the recommended Contractor intimated that they would commit to the following areas of the Scottish Governments “Fair Work First” initiative: • They are committed to paying the Scottish Living Wage to all employees outwith apprenticeship schemes, with apprentices being paid at least the minimum wage; • They do not use zero-hour contracts; • They do not use any form of fire and rehire; • They are an equal opportunities employer who have an ‘Equality & Diversity Policy’ which aims to address the gender balance in all areas of their work. 2.16 Further information on the Living Wage status of the recommended Contractor is detailed in Appendix 1. Page 260 of 272
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Contract Management 2.17 Officers from the Performance & Development team within Housing 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 The Agreement will deliver the following outcomes; 3.1 Best Value will be demonstrated as outlined in Appendix 1. 3.2 Making North Lanarkshire ‘The place to LIVE’ is within the council’s business plan, by improving the relationship with communities through the provision of safe and attractive environments that support the wellbeing of communities, and by ensuring individual garden areas and any other open plan areas of land within the housing services portfolio within our communities are maintained to an acceptable standard, can assist us helping us achieve this vision. 3.3 The Contract will provide a Garden Assistance Scheme to elderly and infirm tenants living in the Motherwell area of North Lanarkshire. It will provide service users with nine (9) grass cuts, with edging on two (2) of these visits, three (3) hedge cuts and two (2) weedkills throughout the growing season between approximately March and October each year. This will ensure individual garden areas are maintained to an acceptable standard, where tenants are no longer able to maintain these independently. 3.4 The Ad-hoc Garden contract will also contribute to one of the Strategic Housing outcomes highlighted in the Housing strategy 2021 – 2026, which has been developed taking account of the priorities within The Plan for North Lanarkshire. Specifically, this contract will contribute to the achievement of Strategic Housing Outcome 2 – our communities are vibrant, attractive, and sustainable. Fundamental to achieving a positive impact in this priority is to ensure that garden areas and open plan areas within the housing services portfolio are maintained to an acceptable standard, the ad-hoc contract will be utilised to assist in achieving this. 3.5 The condition of local areas can directly impact on the demand for neighbouring properties therefore in maintaining the upkeep of the land within the housing services portfolio will contribute to the overall aesthetics of the area and effectively assist in minimising void rent loss to the service. 4. Supporting documents Appendix 1 Summary of Procurement Procedure Stephen Llewellyn Chief Officer (Housing) Page 261 of 272
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Garden Assistance Scheme has a positive impact on residents with the protected characteristics of age and disability as it provides a service for elderly and disabled tenants/ residents of North Lanarkshire to assist them with the maintenance and upkeep of the garden area at their property. This may assist in enabling elderly / disabled tenants and residents to live independently within the community. 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 ☒ Page 262 of 272
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If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The contractor appointed to this contract will recycle all garden waste arising from the grass cuts appropriately within the tenants’ garden waste bins, contributing to the council and national targets for the recycling of garden waste. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? There is a risk that unmaintained gardens within the area will reflect on the overall upkeep of housing estates and may have a negative impact on our ability to maintain clean, safe, and attractive communities. This could result in the service having difficulty in allocating neighbouring properties, which may result in reduced income to the service through void rent loss, which may impact the ability to maximise programmed works. 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 263 of 272
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Appendix 1 – Summary of Procurement Procedure Overview Reference NLC-CPT-24-126 Title Garden Assistance Scheme & Ad-Hoc Garden Works 2025 – 2028, Motherwell Classification Services - Standard Responsible Chief Officer and Position Stephen Llewellyn, Chief Officer (Housing Management) Competition Governance by Value Higher Threshold - Public Contracts (Scotland) Regulations 2015 Route to Market Open Procedure Interest Total Expression of Interest (EoI) 17 EoI from NLC Based Businesses 2 Tenders Received Total No. of Tenders Received 7 No. of Tenders From SME’s 4 No. Tenders from NLC Based Businesses 1 No. of Tenders from Supported Businesses 0 Reasons for Single Tender Response Not applicable Award Criteria Quality Weighting 30% Price Weighting 70% Evaluation Scoring Contractor(s) Score 90.10% Unsuccessful Tenderer Scoring Range 65.14% – 87.78% How Has “Best Value” Been Demonstrated? Best Value has been achieved following evaluation of the most economically advantageous tender. Additional Comments Award Details General Overview Total / Maximum Value £858,732 Contract Duration (Months) 48 (36 + 12) Page 264 of 272
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Contractor Registered Name(s) The Landscaping Centre T/A idverde Contractor Overview Registered Local Authority Area County Antrim Contractor(s) Size Large Living Wage Paying the Living Wage Yes Living Wage Accredited No Overview of Community Benefits Community Benefit Outcome Qty Offered Community Benefit Outcome Qty Offered New Job for an Individual from a Priority Group (Part Time) 4 Educational Sponsorship 2 Educational Support and Skills Transfer 2 Educational Visits 1 Non-financial Support for a Community Project / Organisation 1 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 Impact ☐ Page 265 of 272
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref JMcK/CPT Date 27/08/25 Contracts awarded below Committee approval threshold From James McKinstry - Chief Officer (Assets and Procurement) E-mail McKinstryJ@northlan.gov.uk Telephone 07939 281 102 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 Housing 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 23 Page 267 of 272
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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 268 of 272
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Appendix 1 – Summary of Contracts Awarded Contract Ref NLC-SLP-24-084 Title Provision of Contract Progress Analyst/Programmers Classification Services Chief Officer, Service Area Stephen Llewellyn, Chief Officer (Housing) Competition Governance by Value The Framework terms & conditions, with adherence to the council’s GCSO 13 on 3rd party frameworks Procurement Route Call-off following Mini Competition using Third Party Framework No. of Contractors invited 4 No. of Bids Received 2 Award Criteria Best Value assessment, in accordance with the Framework Information Evaluation Scores – Successful 90% Evaluation Scores – Unsuccessful 1 non-compliant bid, not scored Comments Procurement conducted as a call-off mini-competition using the Scottish Procurement Framework Agreement for Interim Staff Services (SP-22-002), Lot - Interim IT Staff Services. Award Details Value £485,000 Contract Duration 12 months with option to extend for 12 months (12 + 12) Contractor Name Harvey Nash Limited Contractor Size Medium Contractor Location London 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 269 of 272
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Contract Ref NLC-SLP-24-120 Title Lanark County Council - Swedish Timbers Full Project Consultancy Appointment Classification Services Chief Officer, Service Area Stephen Llewellyn, Chief Officer (Housing) Competition Governance by Value The Framework terms & conditions, with adherence to the council’s GCSO 13 on 3rd party frameworks Procurement Route Call-off following Direct Award using Third Party Framework No. of Framework Contractors 6 Award Criteria Best Value assessment, in accordance with the Framework Information Comments Procurement conducted as a call-off direct award from the City of Edinburgh Council’s Professional Services Framework Agreement, Lot 11 - Multi-Discipline Design Team Services. Award Details Value £208,524 Contract Duration 6 months Contractor Name AtkinsRéalis PPS 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 270 of 272
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Contract Ref NLC-SLP-24-082 Title Retrofit of Sprinklers and Associated Works – Phase 3 – 2 No Tower Blocks, North Lanarkshire Classification Works Chief Officer, Service Area Stephen Llewellyn, Chief Officer (Housing) Competition Governance by Value Non-Regulated; procured in accordance with the council’s General Contract Standing Orders Procurement Route Open Procedure No. of Expressions of interest 8 No. of Bids Received 3 Award Criteria Most Economically Advantageous Tender Evaluation Scores – Successful 95.60% Evaluation Scores – Unsuccessful -1.59% - 58.29% Award Details Value £1,167,491 Contract Duration 8 months Contractor Name Harmony Fire Limited Contractor Size Small Contractor Location Somerset 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 271 of 272
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Contract Ref NLC-SLP-24-109 Title Measured Term Contract for Independent Gas Services Audit Classification Services Chief Officer, Service Area Stephen Llewellyn, Chief Officer (Housing) Competition Governance by Value Higher Threshold Regulated Procurement – The Public Contracts (Scotland) Regulations 2015 Procurement Route Open Procedure No. of Expressions of interest 9 No. of Bids Received 3 Award Criteria Most Economically Advantageous Tender Evaluation Scores – Successful 83.26% Evaluation Scores – Unsuccessful 73.25% – 78.80% Award Details Value £180,000 Contract Duration 24 months with option to extend for up to 12 months (24 + 6 + 6) Contractor Name Corgi Technical Services Ltd Contractor Size Medium Contractor Location Basingstoke and Deane 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 272 of 272