Agenda Document Pack - Housing Committee - 05/11/2025
North Lanarkshire Council · 5 November 2025
Back to Housing Committee — 5 November 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 27 October 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, 05 November 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, A Campbell, 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. Page 1 of 224
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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 Landlord Report Submit report by the Chief Officer (Housing) advising of the Landlord Report published by the Scottish Housing Regulator (SHR) showing Scotland’s social landlords’ performance for both Local Authorities and Registered Social Landlords (RSL’s) against the Scottish Social Housing Charter (SSHC). 7 - 14 3 New Supply Programme - Update on Progress Submit report by the Chief Officer (Place) (1) providing an update on the progress of the new supply programme and outlining performance against previously agreed annual targets, highlighting current delivery challenges, and (2) seeking approval ofrevised targets to support continued progress. 15 - 22 4 New Supply Community Benefit Update Submit report by the Chief Officer (Place) providing an update on the community benefits delivered through the new supply housing programme during the period from September 2024 to September 2025. 23 - 32 5 New Supply Programme - Future New Build Sites Submit report by the Chief Officer (Place) seeking approval for the proposed inclusion and removal of development sites within the council’s new supply programme. 33 - 44 6 Homelessness Action Plan (HAP) 2025-28, Year 1 Progress Update and Homelessness Overview Submit report by the Chief Officer (Housing) (1) providing an update on progress against the Homelessness Action Plan (HAP) actions; and (2) seeking approval for an extension of the current pilot scheme and progression of year 2 delivery. 45 - 94 7 Empty Homes Strategy 2026-2029 Submit report by the Chief Officer (Housing) seeking approval on a new Empty Homes Strategy 2025-2029. 95 - 138 Page 3 of 224
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8 Transforming Places - Tower Strategy Update Submit report by the Chief Officer (Housing) providing an update on current progress with the outcomes in the Tower Strategy. 139 - 146 9 Incentive to Downsize Submit report by the Chief Officer (Housing) providing an update on the implementation and outcomes of North Lanarkshire Council's Incentive to Downsize Scheme. 147 - 154 Financial 10 HRA Capital Monitoring Report - 1 April 2025 to 12 September 2025 Submit report by the Depute Chief Executive reviewing the progress towards agreed spending plans with the 2025/26 HRA capital programmes. 155 - 164 11 Enterprise and Communities - Capital Monitoring Report Submit report by the Depute Chief Executive highlighting the financial performance of 2025/26 Enterprise and Communities capital programme for the period ended 12 September 2025 (Period 6). 165 - 172 12 Revenue Monitoring Report - Housing Revenue Account Submit report by the Depute Chief Executive providing a summary of the Housing Revenue Account financial performance for the period 1 April 2025 to 12 September 2025 (Period 6). 173 - 180 13 Revenue Monitoring Report - Enterprise and 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 2025 to 12 September 2025 (Period 6) and illustrates the projected outturn as at 31 March 2026. 181 - 192 Page 4 of 224
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14 Housing Revenue Account 2026/27 - Revenue Estimates Submit report by the Chief Officer (Finance and Technology) presenting information to enable the Council to set its Housing Revenue Account (HRA) budget and rent levels for 2026/27 and provide a Revenue Budget position for financial years 2027/28 and 2028/29. 193 - 202 Contracts 15 Contract Award Report for Demolition of Dunbeth Court Submit report by the Chief Officer (Housing) seeking approval of a contract for Demolition of Dunbeth Court to Dem-Master Demolition Ltd. 203 - 212 16 Contract Awarded below Committee Approval Threshold Submit report by the Chief Officer (Assets and Procurement) advising of contracts awarded since the last meeting of the Committee. 213 - 224 Page 5 of 224
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref SL/TH Date 05/11/25 Scottish Housing Regulator: 2024/25 Landlord Report From Stephen Llewellyn, Chief Officer (Housing) E-mail llewellyns@northlan.gov.uk Telephone 01698 274192 Executive Summary This report is to advise committee of the 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). Recommendations It is recommended that the Housing Committee: (1) Acknowledges the content of this report and the link to the Landlord Report provided by the SHR in section 4 which identifies North Lanarkshire Council’s performance in relation to the SSHC. (2) Considers that a separate report has been provided to committee on 27 August 2025 on the Annual Assurance Statement. (3) Considers the progress being made in the production of our annual report to tenants. 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 224
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1. Background 1.1 The SHR and the SSHC were enacted by the Housing (Scotland) Act 2010, which required Ministers to set standards and outcomes that social landlords should be achieving for tenants and other customers through their housing activities. The Act also established the SHR as an independent Regulator directly accountable to the Scottish Parliament. Scottish social housing landlords significantly vary in stock size from 1 to 42,213 properties. 1.2 The SHR requires social landlords to collect and provide key information on their performance in achieving the SSHC outcomes and standards in an Annual Return on the Charter (ARC). Returns are required by 31 May each year. Landlords also have a duty to publish a performance report by 31 October each year, which requires to be made available to all tenants. 1.3 In addition, all landlords have a legal requirement to submit a signed Annual Assurance Statement to the Regulator by 31 October each year. A separate report on this was presented to Committee on 27 August 2025. 1.4 Following submission of each Local Authority and RSL’s ARC, the SHR publish a landlord profile of all social landlords, which allows tenants to compare landlord’s performance across Scotland. In addition, a Landlord Report is produced by the SHR which reports on indicators within five main categories: • Homes and Rents • Tenant Satisfaction • Quality and Maintenance of Homes • Neighbourhoods • Value for Money 1.5 These areas for reporting were agreed by the SHR through significant consultation with tenants. These indicators require to be set in context as detailed in this report. 1.6 The SHR publishes individual Engagement Plans in April each year for all social landlords highlighting any areas of service they will focus on to work with the local authority concerned. The 2025 SHR Engagement Plan for North Lanarkshire has not highlighted any current areas of concern however it continues to highlight those service areas which the Regulator monitors across all organisations. 2. Report 2.1 On 29 August 2025, the SHR published the Landlord Reports reflecting the performance reported in each authority's completed ARC. A link to the North Lanarkshire Council landlord report is available at section 4. 2.2 The report highlights consistently high levels of operational performance and tenant satisfaction. Our results in most areas exceed the Scottish Local Authorities average and the Scottish national average, which encompass the performance of Registered Social Landlords (RSLs) and Local Authorities across Scotland. Page 8 of 224
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Landlord report categories 2.3 A summary of the performance figures from the five main areas detailed within the Landlord Report are shown below. Homes and rents 2.4 North Lanarkshire Council’s average weekly rents are well below the Scottish average of £106.40 and range from 17.4% below the Scottish average for a 1 apartment property to 9.9% below the Scottish average for a 5 apartment property. The average rent for all North Lanarkshire properties reported in the ARC return for 2024/25 was £86.93 per week. Tenant satisfaction 2.5 We completed our latest tenant satisfaction survey in August 2023, marking a return to face to face interviews, an approach we had used prior to the COVID 19 pandemic. The results from this survey can be included in our annual return for up to three years; 2025 marks the second year of reporting these figures. Our next survey is scheduled for spring/summer 2026. 2.6 Overall satisfaction levels in our 2023 survey increased by 5.4% to 86.6%, which is slightly lower than this year’s overall Scottish average of 86.8%, however it remains significantly higher than this year’s Local Authority average of 80.7%. 2.7 An increase of 3.2% from our 2021 survey saw 95.8% of tenants stating that they felt we are good at keeping them informed about our services and outcomes. This is 5.8% higher than this year’s Scottish average of 90%, and 15.3% higher than this year’s Scottish LA average of 80.5%. Quality and maintenance of homes 2.8 The percentage of homes meeting the Scottish Housing Quality Standard is 86.6%. This is a rise of 1.8% on the 2023/24 figure, however, is slightly under the Scottish average of 87.2%, but 3.7% higher than the Local Authority average of 82.9%. 2.9 Our time taken to complete emergency repairs was 2.7 hours on average compared to a Scottish average of 3.89 hours and the Scottish LA average of 3.8 hours. Whilst our time taken to complete non-emergency repairs was 5.7 days compared to the Scottish average of 9.13 days and the Scottish LA average of 10.1 days. 2.10 94.1% of reactive repairs were completed “right first time” comparing favourably to the Scottish average of 88% and the Scottish LA average of 89.2%. 2.11 96.2% of tenants who had repairs carried out said they were satisfied with the service they received, demonstrating an increase of 2.5% on the previous year. Our satisfaction levels are significantly higher when we compare this to the Scottish average of 86.8% and the LA average of 85%. Neighbourhoods 2.12 For cases of anti-social behaviour reported in the last year, 96.6% were resolved at the year end, compared to the Scottish average of 93.4% and the Scottish LA average of 89.9%. Page 9 of 224
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Value for money 2.13 Our rent collection levels for 2024/25 were 99.96% (rounded to 100% on the SHR website) which is on par with the Scottish average and the Scottish LA average of 100%. Our Housing Rents team continue to secure more direct Universal Credit payments and pursue other non-Universal Credit tenant debt which has had a positive impact on the overall arrears’ levels. We continue to utilise our Rent Assistance Fund, introduced in 2023, to help our tenants who may be affected by the cost of living increases to maintain and sustain their tenancy. 2.14 Our average days to re-let homes further improved again this year by 4.3 days to 30.7 days, and we continue to significantly outperform the Scottish average of 61 days and the Scottish LA average of 78.1 days. Our housing and repairs teams are working together and liaising closely with our new contractor to continually improve these timescales. 2.15 Our void rent loss figure of 0.8% also compares favourably to the Scottish average of 1.3% and the Scottish LA average of 1.7%. Managing and monitoring rent loss continues to be a priority. Annual performance report 2.16 In line with the SHR requirements placed on the council to provide a report to tenants advising of performance against the SSHC, a group consisting of tenant representatives has been working to review the performance data and to agree the content and format for this year’s annual performance report. The timescale for publishing the report is 31 October each year. A link to the annual performance report will be made available to all Members on publication. 3. Measures of success 3.1 All indicators reported on through the SSHC and ARC are monitored via regular service review meetings across all disciplines within the housing service. We continue to review practices, procedures, and customer feedback to ensure that high standards of service delivery are achieved in all areas. 4. Supporting documentation 4.1 There are no supporting documents, however, the full Landlord Report is provided on the following link to the Regulators website. Stephen Llewellyn Chief Officer (Housing) Page 10 of 224
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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 ☐ Page 11 of 224
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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? 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. Page 12 of 224
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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 13 of 224
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref PH/JS Date 05/11/25 New Supply Programme – Update on Progress 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 update Committee on the progress of the new supply programme, which aims to deliver 6,000 homes by 2035. It also outlines performance against previously agreed annual targets, highlights current delivery challenges, and seeks approval for revised current targets to support continued progress. Recommendations It is recommended that Housing Committee: (1) Consider the contents of the report regarding progress of the new supply programme. (2) Acknowledge the challenges impacting on the delivery of the new supply programme. (3) Approve the proposed targets for delivery of the programme set out in 2.12. 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 3 Page 15 of 224
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1. Background 1.1 In May 2018, Committee approved proposals to increase the new supply programme to deliver 5,000 new homes by 2035. This was strategically linked to the re-provisioning of all tower blocks (4,600 flats) over 20 years. It was estimated that around 2,300 new homes (50%) would be built on the sites of the tower blocks following their demolition. The target also included an assumption that the council would purchase around 550 homes through an expanded empty homes purchase scheme, which had enabled the council to buy back a number of former council houses. 1.2 In September 2019, Committee approved proposals to pilot a “Development Pathfinder” scheme to enable the council to acquire completed housing units from developers “off the shelf”. The council already acquired “off the shelf” from developers in the north area where the Affordable Housing Policy applies, however Committee agreed to extend this approach to the Motherwell, Bellshill, Coatbridge and Airdrie areas. It was noted that this could potentially act as a catalyst to enable private development sites to be brought forward and therefore stimulate investment in these areas and increase new housing provision. In November 2020, Committee approved proposals to extend the ‘Development Pathfinder’ scheme to cover all of North Lanarkshire. 1.3 In November 2024, Committee received an update on the progress with delivery of the programme and approved targets for delivery of the programme up to 2035. It was previously agreed that an annual update would be provided to committee regarding the delivery of the programme. This report provides an update on progress to date against previous targets, outlines the challenges encountered, mitigation measures in place to address challenges and sets out the proposed targets for the coming years. 1.4 In February 2025, Committee approved an increase in the new supply target from 5,000 to 6,000 homes by 2035. This ambitious target will be delivered through a mix of approaches, including new build, off-the-shelf purchases and acquisitions via the Open Market Purchase Scheme. The viability of new sites, contractor-led proposals and acquisition opportunities is continually assessed to ensure the Council remains on track to meet its targets. 2. Report 2.1 In 2024/25, for the second consecutive year, the council’s new supply programme achieved the second-highest number of affordable housing completions across the national programme–outperforming neighbouring authorities. A total of 278 new build homes were delivered, driving regeneration in a variety of communities across the authority. As of 1st October 2025, the programme has delivered 1,629 new build homes, contributing to transformational change and improving the lives of tenants across North Lanarkshire. Several recently completed sites have received national recognition, with the Brandon Street, Motherwell development winning Best Renovation & Conversion at the prestigious Herald Property awards in September 2025. 2.2 During 2024/25, the new build programme saw a significant investment of £33.6 million. The Council also exceeded its grant drawdown target, securing £16.44 million against a target of £12.92 million – a result of slippage elsewhere in the national programme which further demonstrates the council’s strong performance in affordable housing delivery. Page 16 of 224
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2.3 In 2024/25, the Open Market Purchase Scheme (OMPS) acquired 92 homes, narrowly missing its target of 100. Acquisitions have risen in 2025/26, driven by targeted publicity campaigns. As of 1st October, 62 homes have been purchased, substantially exceeding the figures recorded at the same point in 2024/25. The programme has now exceeded 900 homes since inception of the programme in 2013. 2.4 As of 1st October 2025, 363 homes have been delivered through the Affordable Housing Policy and ‘Developer Pathfinder’ off-the-shelf initiative. In 2024/25, 96 properties were acquired from a range of developers, enhancing tenure diversity for new housing developments across the authority. Acquisition via this method remains cost effective in the current market conditions whilst achieving several strategic objectives of North Lanarkshire’s Local Housing Strategy. Officers continue to work closely with developers on a wide range of potential projects across the authority. 2.5 While North Lanarkshire’s new supply programme continues to deliver strong results, several national-level challenges may affect future housing delivery in North Lanarkshire. Construction inflation has risen sharply to 24% from 2019 to 2025, based on the Tender Price Index (TPI), driving average build costs to between £200k and £300k per unit – depending on size, location and specialist requirements. Heritage building conversions are also notably more expensive than standard new builds. As a grant-funded authority, North Lanarkshire participates in the Scottish Housing Network’s Development Value for Money assessment. This independent benchmarking confirms that our gross cost per unit is consistent with other urban local authorities, registered social landlords and social housing providers, demonstrating prudent use of public investment despite rising costs. In addition to challenges within the construction sector in terms of labour supply, the council is also experiencing challenges in recruiting to key posts involved in supporting the delivery of the council’s investment programmes, particularly Quantity Surveyors. 2.6 In 2024/25, Scotland’s Affordable Housing Programme experienced a significant downturn in new housebuilding activity, with starts down 21% and completions falling by 22% compared to the previous year, according to the latest Scottish Government statistics. This decline reflects ongoing challenges across the sector, including persistent labour shortages and material supply disruptions, issues compounded by the lasting effects of Brexit, regulatory changes and global geopolitical tensions. 2.7 The Scottish Government published Scotland’s Housing Emergency Action Plan on 1st September 2025. The plan sets out several key commitments including increasing the supply of affordable housing by doubling the investment in acquisitions, from £40m to £80m, with a focus on acquisition of family homes. The council’s allocation from this allocation is £1.538m, resulting in a total allocation of £34.41m for North Lanarkshire in 2025/26. A new multi-year funding commitment to invest up to £4.9bn over the next four years will be delivered through a mixture of public and privately leveraged investment. This should support the Council’s strategic approach to profiling of the new supply programme. 2.8 The new supply programme is key to delivering transformation change as set out in The Plan for North Lanarkshire by providing affordable, modern homes whilst realising our vision of regenerating town centres, retaining buildings of historical importance, and promoting town centre living. Cost projections to redevelop historical buildings remain significantly higher than standard new build due to greater complexity and risks associated with conversion of existing buildings. Old Town Hall, Motherwell is currently on site and tender returns for conversion of Municipal Buildings (Kildonan Street), Coatbridge are expected mid-November. Page 17 of 224
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2.9 The latest construction forecast data from BCIS indicates that tender prices will rise by 15% over the next five years. Increased costs associated with the delivery of the new supply programme will continue to be monitored and factored into the HRA 30-year projections which incorporates grant funding assumptions. 2.10 Scottish Water’s Surface Water Connection Policy continues to restrict delivery of key housing developments within the authority, and several projects have been paused as a result. The policy prevents new connections to combined infrastructure with Scottish Water actively seeking to reduce surface water from entering the existing network. New supply are working with Scottish Water to develop a strategic approach to surface water drainage on a catchment area basis to unlock key development sites. 2.11 In line with national policies, the new supply programme seeks to develop brownfield sites within council ownership. These sites are typically problematic to develop due to a variety of factors such as contamination, mine workings and made ground. The cost to remediate unfavourable ground conditions can make smaller developments financially unviable due to an inability to achieve economies of scale that larger developments can provide. This is particularly prevalent with land-led opportunities brought to the Council by private developers and landowners. Programme Targets 2.12 Due to the nature of the new supply programme and the fluctuating market in which it operates, long-term projections can often vary. Estimated targets for this and future years are set out in the table below, including the balance to be delivered by 2035. Table 1 New Supply Projections as at November 2025 2.13 As outlined in section 2.1 and 2.3 of the report, the 2024/25 homes target was just 11 units below the previous forecast, an encouraging outcome given the wider delivery context. As of 31 March 2025, the programme had already achieved 42% of its ambitious 6,000 home target for 2035, supporting our long-term ambition for housing growth and community regeneration. Year New Build New Build Off the Shelf OMPS Total Approved Targets November 2024 2024/25 (final outturn) 182 96 92 370 381 2025/26 29 0 110 139 173 2026/27 160 60 110 330 359 2027/28 197 75 110 382 372 2028/29 194 60 110 364 320 2029/30 189 60 110 359 178 2030 - 2035 933 435 550 1918 1288 Total 1884 786 1192 3862 Completions (to March 2024) 1174 205 759 2138 Grand total 3058 991 1951 6000 Page 18 of 224
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2.14 Projections for 2025/26 through to 2035 have been revised to align with the latest information on developments currently on site or in design. While the 2025/26 completion figure may appear low compared to recent years, it reflects the timing of delivery, with 213 units already under construction. 2.15 The delivery of the new supply programme will be closely monitored with regular updates provided to Committee, including annual updates on progress against targets and any further adjustments that may be required. 3. Measures of success 3.1 The measure of success will be the effective delivery of the council’s new supply programme which aims to deliver 6,000 homes by 2035. 3.2 The new supply programme will also contribute to the regeneration of town centres within North Lanarkshire which remains a key priority within the Transforming Places Programme of Work. 4. Supporting documentation N/A Pamela Humphries Chief Officer (Place) Page 19 of 224
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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 new supply programme helps support delivery of the seven strategic outcomes of the local housing strategy whilst meeting the statutory requirements and contributing to national priorities and targets. 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 new supply programme is funded through a combination of prudential borrowing, capital funding, Scottish Government grant funding and subsidy income. The affordability of both the new supply and OMPS are reviewed each year and incorporated into the 30-year Business Plan. Grant funding for new build is £104,353 per unit, based on a 3-person equivalent which includes grant funding for additional quality measures and renewables. The OMPS can secure between £35k-£55k in grant funding per property based on acquisition cost. North Lanarkshire’s Affordable Housing Supply Programme (AHSP) budget allocation for 2025/26 has been confirmed as £34.41m, with the council currently anticipating grant draw down of £23.2m. 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 20 of 224
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5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☒ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The new supply programme has been considered through the Strategic Environmental Assessment (SEA) as required by the Environmental Assessment (Scotland) Act 2005and there are no major issues of relevance identified. All new homes are built to the current technical standards or higher. 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 new supply programme is promoted via the strategic PR plan with Corporate Communications with Local Members and other key 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? The council’s Risk Management Strategy 2023- 2026 is adopted at both a service and project level basis for delivery of the new supply programme. This incorporates risk management governance, structure and methodology which are reviewed at regular intervals. Page 21 of 224
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5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 22 of 224
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref PH/JS/NS Date 05/11/25 New Supply Community Benefits Update From Pamela Humphries, Chief Officer (Place) E-mail stevensonjam@northlan.gov.uk E-mail James Stevenson Housing Development Manager 07583098631 Executive Summary The purpose of this report is to provide the Committee with an update on the community benefits delivered through the new supply housing programme during the period from September 2024 to September 2025. In addition, this report offers a retrospective overview of Community Benefits achieved over the preceding three years, covering the period from 2023 to 2025. Recommendations It is recommended that the Housing Committee: 1) Consider the reports content outlining the status of community benefit delivery. 2) Note that annual updates on community benefits arising from the new supply programme will continue to be provided. 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 23 of 224
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1. Background 1.1 Community benefits are meaningful, measurable outcomes delivered through public sector contracts that directly support the people and places of North Lanarkshire. These benefits go beyond economic investment by creating employment and skills development opportunities for local communities, supporting grassroots initiatives, and increasing access for local business to contract opportunities. These benefits help build resilient, inclusive communities and demonstrate how public spending can deliver wider economic and social impact. 1.2 The Council is committed to maximising the delivery of community benefits. All procurements for new supply projects incorporate a community benefit requirement, which is assessed as part of the tender evaluation process. 1.3 The Council primarily delivers its new supply programme through procurement frameworks that apply a points-based system. Under this approach, suppliers are required to achieve a specified number of community benefit points, proportionate to the contract value. A predefined list of outcomes-mainly focused on recruitment and employment is provided, each assigned a points value. However, purchasers may negotiate alternative community benefits with suppliers, tailored to the specific needs of the local area. 1.4 The Councils new supply programme remains one of the most ambitious new-build affordable housing programmes in the country and the community benefits achieved align with the strategic aims of the Brighter Futures Programme of Work, focussing on priority groups by creating opportunities for young people and the wider community and connecting them to work experience and employment. 1.5 Since September 2021, new supply has actively participated in steering groups representing North Lanarkshire Council’s business-as-usual contracts alongside the Glasgow City Deal. This collaboration has contributed to the development of the Glasgow City Region Community Benefits Hub Wishlist, aimed at enhancing the delivery of community benefits across North Lanarkshire. 1.6 In February 2022, approval was granted by Chief Executives in each of the Glasgow City Region (GCR) authorities to take forward a regional approach to social benefit via a community benefit wish list. The GCR CB hub is a web-based portal aimed at allowing communities to request community benefits in the form of either goods or services from suppliers involved in the delivery of public contracts. Each group can enter up to three requests at any one time with a maximum cap on each request of £2,000. 2. Report 2.1 Community benefits are a core requirement of every new-build development, pledged by contractors during the tender process and monitored throughout the life of each contract. The new supply team work in close partnership with contractors, offering tailored support to help maximise outcomes for residents and ensure full alignment with the Councils objectives. 2.2 The Community Benefits Development Group, led by new supply, continues to meet bi-monthly, bringing together key internal stakeholders including education, early years, virtual schools, supported enterprise, community partnership team and employability services. The group play a central role in coordinating and maximising the opportunities generated through the new supply programme. It establishes clear lines of Page 24 of 224
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communication, develops delivery plans and ensures that targets set out in each tender are met in alignment with the Council’s strategic objectives. Overall, the Community Benefits Development Group remains an effective mechanism for advancing the Council’s community benefits agenda. Employment - Targeted Recruitment and Employment 2.3 The new supply team works collaboratively from the outset of each project with the arms-length organisation Routes to Work, ensuring strong partnerships with contractors to align local people with suitable job opportunities across North Lanarkshire. This early engagement also helps identify and address training needs, supporting individuals into sustainable employment. As detailed in Appendix 1, since 2023, 26 local individuals from priority groups-such as those unemployed for over six months, lacking relevant experience, or women returning to the workforce-have secured employment through community benefits with an additional five opportunities projected. Each role must offer a minimum of 30 hours per week for at least 26 weeks. 2.4 Furthermore, eleven apprenticeships have been created for individuals aged sixteen and over, and 46 work placements have been delivered. These placements, lasting a minimum of two weeks, provide unemployed individuals with vocational tasters and valuable insights into the construction sector and supply chain operations. Early-stage collaboration has consistently proven effective in securing meaningful placements and long-term employment outcomes. Education - Build Your Future 2.5 2024/25 marked another milestone for the Council’s new supply programme. In partnership with the construction industry and Developing the Young Workforce (DYW), assistance was provided in developing the “Build Your Future” initiative, designed to inform and inspire young people to pursue a career in the built environment. Originally piloted in Forth Valley, the programme is now expanding nationally. New supply and MAST Architects hosted a hands-on session named The Repurposing Challenge. Twenty S1-S3 pupils and two teachers from Bellshill Academy visited our live development project at Old Town Hall, Motherwell prior to construction and were tasked with identifying a disused building in their own community and reimagining it for a new purpose, this included measuring, costing and presenting their proposals for assessment. 2.6 In September 2025, a total of 40 pupils from Bellshill Academy and Taylor High School attended a “Build Your Future” event at Old Town Hall, Motherwell which provided a hands-on experience and insight into the wide range of careers available in construction. The event gave young people the chance to try out practical skills, speak directly with industry experts and explore future pathways. Trade demonstrations/activities provided: • Stonework • Slating • Brickworks • Lead (demonstration only) The event featured welcome sessions, Health & Safety toolbox talks, and the distribution of appropriate PPE to ensure participants could safely engage in practical activities. Page 25 of 224
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Construction Skills Certification Scheme (CSCS) Training for Additional Supported Needs (ASN) Sector 2.7 A new supply contractor has delivered a valuable initiative aimed at reducing barriers for young people with additional support needs as they prepare to enter the workplace environment. In 2024, six pupils from Buchanan High School participated in bespoke training sessions, including the SQA Health & Safety in Construction & CSCS training. By 2025, all six pupils successfully passed both the SQA and CSCS exams and have embarked on careers within joinery, plumbing and general labouring. This programme has been recognised by the Scottish Government as an example of best practice. Paid Summer Placements – The Brighter Futures Programme 2.8 The Programme of Work (PoW) 2023-2028 approved at Policy and Strategy Committee in March 2023, is key to achieving the shared ambition as set out in The Plan for North Lanarkshire. Within the Brighter Futures PoW, a Delivery Framework is in place to ensure alignment and interconnectedness towards achieving the aims of Brighter Futures and a high-level list of deliverables against each programme has been identified detailing the roadmap to delivering the scale and impact required to deliver the vision of inclusive growth and prosperity for all. Some of The Brighter Futures strategic aims centre around: • Creating opportunities for young people and the wider community and connecting them to employment. • Maximising growth and meeting the needs of North Lanarkshire’s employers and key sectors. • Prepare students for future employment and address workforce challenges within their aspiring careers paths in the built environment. New Supply in collaboration with NL Academies plays a key role in shaping the work, future direction, and growth of the built environment through: • defining a clear picture of key industry workforce gaps at a local level. • commissioning relevant employment and training activities to address gaps. • agreeing existing and new pathway priorities. • developing new and innovative solutions and partnerships. • driving industry collaboration and engagement, and • brokering joint approaches to funding. 2.9 Through new supply projects, two contractors partnered with the Brighter Futures Programme to offer six young people a seven-week paid summer placement. During the first week, participants received training and successfully achieved CSCS qualifications. The contractors working on housing developments at School Street, Coatbridge and Thorn Road, Bellshill provided six weeks of on-site and paid work experience. 2.10 A strong example of success involves a 17-year-old who began with a work experience placement on the School Street development, progressed to a summer placement, and ultimately secured a full-time role as a plumber’s assistant. To support young people in these roles, contractors are also providing financial assistance to help them purchase essential tools for supervised tasks and activities. Building on this success, we now offer paid summer placements as a standard option within our community benefits menu, ensuring the continued impact of this initiative. Page 26 of 224
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Enterprise – Supply Chain Development 2.11 As part of its supply chain development strategy, the Council actively encourages appointed contractors to host “Meet the Buyer” events in partnership with Business Gateway Lanarkshire. These sessions are designed to engage local small and medium enterprises, helping them access opportunities, build capacity and grow their business. Recent sessions have attracted large numbers of attendees, providing an insight into joining the supply chain and understanding the process for securing future tender opportunities. Looking ahead, there are five additional “Meet the Buyer” events and two “Business Mentoring” sessions planned. 2.12 Financial support for community projects is now monitored through the council’s Community Benefits “Hub Wish List” being trialled at present. Information on the CB Hub Wish List is detailed further in section 2.3 of the appendix. Since 2021, the new supply team has responded to requests, or wishes, from local community groups across North Lanarkshire. Through the programme, over £46,000 worth of non-financial support has been delivered to schools and community organisations. These benefits will continue to be delivered via the Wish List. Community Benefits Hub “Wish List” Progress 2.13 In September 2024, the Council progressed a ‘soft launch’ of the portal to gauge community/business interest and volume of applications. The Community Partnership team engaged with each community board to raise awareness of the portal and potential opportunities. A summary of progress is noted in the table below: Type Quantity Approved Community Groups 41 Approved businesses 23 Approved Requests / wishes * 21 Matched requests / wishes in progress 4 Matches Delivered 11 *Note of the 21 approved requests, 75% are currently in discussion with businesses to fulfil. 2.14 Training and support will be provided to community groups wishing to register on the portal and submit requests following the ‘go live’ date in January 2026. 3. Measures of success 3.1 Contract performance and community benefits are proactively managed against several Key Performance Indicators (KPIs) that are managed by the new supply team. Appendix 1 shows an extract from the New Supply Community Benefits Tracker showing measures of success from 2023 -2025 and future forecasts. Page 27 of 224
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4. Supporting documentation Appendix 1 – Extract from Community Benefits Tracker 2023 – 2025 Pamela Humphries Chief Officer (Place) Page 28 of 224
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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 Regional Sustainable Procurement Strategy complies with both duties. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☒ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☒ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☒ No ☐ Page 29 of 224
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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? The Community Benefits Hub is an online platform which has been procured and funded by GCRCD where North Lanarkshire Community Groups can add requests to be fulfilled via suppliers as part of their contractual commitments. 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)? It was proposed and approved by the EAGG that the Council will continue using a soft launch until such times as we have a fully documented process in place with adequate resource across the council to facilitate this platform. 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 30 of 224
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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). The report highlights positive benefits derived from Community benefits to support a number of young people, and in particular young people with additional support needs. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 31 of 224
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Appendix 1 – Extract from new Supply Community Benefits Tracker Completed = Total of completed community benefits from 13 developments from 2023 to date. Note total number of completions are higher than post contract award. Some pledges still to be achieved are included in the forecast figure. Forecast = Total includes the community benefits still to be delivered from developments in progress or just started. A further 24 projects, total of 764 units still to commence post September 2025 – 2028 which will become part of the forecasted figures as they complete the tender process. These figures will continually change as developments complete, and new developments begin. Targeted Recruitment and Employment 2023 2024 2025 Completed 2023-2025 Forecast 2026 TRE01 New Entrants – Key priority Groups 12 8 6 26 11 TRE02 New Entrants – no relevant experience 3 2 5 1 TRE03 New Entrant - Graduate – part time 1 1 2 TRE04 New Start - Apprentice 4 7 11 7 Targeted Skills & Training 2023 2024 2025 Completed 2023-2025 Forecast 2026 TST01 Work Experience Placement (16 + years of age) 23 23 46 12 TST02 Work Experience Placement (14 - 16 +years of age) 2 2 22 TST03 Work Experience Placement – Foundation Apprenticeship 1 1 18 SKL10 Summer Placement (paid) 2 4 6 2 TST04 Careers Event 26 15 4 45 22 TST05 Site Visit 8 9 4 21 16 TST06 School Mentoring or Enterprise Programme 2 1 1 4 5 SKL11 Primary School Engagement (mini careers event for P6/P7) 1 1 12 Supply Chain Development 2023 2024 2025 Completed 2023-2025 Forecast 2026 SCD01 Supply Chain Briefing with SME’s 1 3 2 6 5 SCD02 Business Mentoring for a SME’s 1 1 2 Community Engagement 2023 2024 2025 Completed 2022-2025 Forecast 2025/2026 CCE01 Financial Support for a Community Project 3 12 2 17 13 CCE02 Non-Financial Support for a Community Project 4 9 4 17 10 Page 32 of 224
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref PH/JS Date 05/11/25 New Supply Programme – Future New Build Sites From Pamela Humphries, Chief Officer (Place) E-mail stevensonjam@northlan.gov.uk Telephone James Stevenson, Housing Development Manager, 07583098631 . 1. Background 1.1 In February 2025, the Committee approved proposals to increase the New Supply Programme to deliver 6,000 new homes by 2035 (an increase of 1,000 homes). A variety of delivery methods are used to achieve this target which includes traditional new build, Off the Shelf (Affordable Housing Policy), Development Pathfinder and Open Market Purchase Scheme. As of 30th September 2025, 1,629 new build homes have been completed, with a further 293 homes currently under construction. A summary of progress within the new build programme is included in Appendix 1. Executive Summary The purpose of this report is to seek approval on the proposed inclusion and removal of development sites within the council’s new supply programme which aims to deliver 6,000 homes by 2035. Sites approved for inclusion will undergo further appraisal to evaluate the practical and financial viability of the site, including consideration of technical factors such as geotechnical and environmental conditions, accessibility and legal considerations. Recommendations It is recommended that the Housing Committee: 1) Approves the inclusion of the proposed sites outlined in sections 2.1 – 2.2 and Appendix 2 of this report within the new supply programme. 2) Approves the removal of sites outlined in section 2.4 of this report from the new supply programme. 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 5 Page 33 of 224
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2. Report 2.1 To deliver the council's ambitious Programme of Work, development opportunities are identified and evaluated for potential inclusion within the new supply programme. The sites outlined below are recommended for inclusion in the programme, allowing detailed ground investigations, consultations regarding service connections and legal checks to be carried out. Analysis on both the feasibility and economic viability of the proposed development also form part of the assessment. It is proposed that the following sites be considered for future development: • Approximately 36 units at Law Drive, Newarthill, Motherwell. • Approximately 26 units across an assembly of sites at Coltness, Wishaw; o Approximately 13 units at Innerleithen Drive o Approximately 7 units at Walkerburn Drive o Approximately 6 units at North Kilmeny Crescent • Approximately 30 units at Motherwell Road, Bellshill. A Location Plan for each site identified above is included in Appendix 2. 2.2 It is proposed to progress ‘off the shelf’ purchases at the following location: • Up to 17 units at Paxtane Farm, Balmoral Drive, Harthill • Up to 40 units at the former Clydesdale Works Site, Clydesdale Road, New Stevenston. A report regarding the acquisition price for the site will be brought to a future Finance & Resources Committee. A site Location Plan is included in Appendix 2 to this report. 2.3 Demand analysis for proposed inclusions have been fully considered and consultation with local Elected Members and North Lanarkshire Federation of Tenants & Residents Associations has taken place regarding inclusion of these sites. 2.4 It is proposed that the following sites be removed from the programme for the reasons noted below: • Former DWP Office, South Circular Road, Coatbridge (approximately 39 units to be acquired ‘off the shelf’ from ML5 Limited): The Council was unable to reach a satisfactory agreement with the current developer regarding project costs, quality standards, and programme timelines. Should alternative proposals be submitted, they will be assessed for consideration. 3. Measures of success 3.1 The measure of success will be the effective delivery of the council’s new supply programme, which aims to deliver 6,000 homes by 2035. 3.2 The new supply programme will also contribute to the regeneration of town centres within North Lanarkshire, which remains a key priority within the Transforming Places Programme of Work. Page 34 of 224
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4. Supporting documentation Appendix 1 Summary of New Build programme Appendix 2 Site Locations Pamela Humphries Chief Officer (Place) Page 35 of 224
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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 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 Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The new supply programme is funded through a combination of prudential borrowing, capital funding, Scottish Government grant funding and subsidy income. The Affordable Housing Supply Programme grant funding for new build is £104,353 per unit, based on a 3-person equivalent which includes grant funding for additional 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 and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? Page 36 of 224
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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 Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Off-the-shelf acquisitions require additional resource from Legal Services regarding legal agreements between the developer and the Council. 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? There are no direct Technology/Digital impacts directly arising from this report. The scope of the new homes includes Cat5 cabling to support home networking and Fibre to the Premises (FTTP) for digital connectivity as part of the ‘futureproofing’ of North Lanarkshire Council’s new housing stock. 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 ☒ Page 37 of 224
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5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Intrusive ground investigations will be undertaken as part of the due diligence associated with determining the suitability of sites for development. This is undertaken in liaison with North Lanarkshire Council’s Environmental Health (Pollution Control) to ensure that appropriate investigations are undertaken. 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, battery storage 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. For off-the shelf purchases all such statutory consents would apply and other considerations are included in the negotiations including specification agreement between the Council and Developers prior to acquisition. 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. 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. In the case of off the shelf purchases these risks are borne by the developer. Page 38 of 224
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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. 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 ☐ 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 people entry into housing where a Children’s Rights and Wellbeing Impact Assessment was undertaken in March 2021. Page 39 of 224
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Appendix 1 - New Build Sites Summary (as 30th September 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 40 of 224
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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 Coatbridge Dunottar Avenue (Shawhead Re-provisioning) 100 On Site Sub total 293 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 Planning app submitted 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 approved 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 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 504 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 Site no longer progressing Motherwell Prospecthill Road (McTaggart Construction) 48 Off the shelf Purchase approved at Committee Sub total 162 Future off the shelf purchases from developers Total 3057 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 41 of 224
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Appendix 2 - General Outline of Proposed New Site Locations Law Drive, Newarthill, Motherwell | Approximately 36 units Coltness Sites, Coltness, Wishaw | Approximately 26 units Page 42 of 224
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Motherwell Road, Bellshill | Approximately 30 units Paxtane Farm, Balmoral Drive, Harthill | Up to 17 units Page 43 of 224
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Former Clydesdale Works, Clydesdale Road, New Stevenston | Up to 40 units Page 44 of 224
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref SL/JS Date 05/11/25 Homelessness Action Plan (HAP) 2025-28, Year 1 Progress Update and Homelessness Overview From Stephen Llewellyn, Chief Officer (Housing) E-mail llewellyns@northlan.gov.uk Telephone 07939 280680 1 Tackling Scotland’s Housing Emergency 2 Housing (Scotland) Bill | Scottish Parliament Website Executive Summary North Lanarkshire Council has made significant progress in addressing homelessness, with Year 1 of the Homelessness Action Plan (HAP) 2025-2028 marking a strategic continuation of the Rapid Rehousing Transition Plan (RRTP), which concluded in 2024. The HAP provides the overarching framework, building on RRTP success to ensure continuity of effective practice, while introducing new priorities to meet emerging needs. In 2024-25, the Council received £381,000 in RRTP funding through the Scottish Government’s Ending Homelessness Together Fund, with a confirmed allocation of £396,000 for 2025-26. This investment supported a range of prevention and rehousing initiatives, including tenancy sustainment, crisis response, and targeted support for young people and care experienced individuals. Developed in collaboration with key partners and informed by lived experience, the HAP introduced four strategic priorities: Housing Supply, Temporary Accommodation, Support and Prevention. These priorities align with the Scottish Government’s Housing Emergency Action Plan1, published in September 2025 following the declaration of a national housing emergency. The plan sets out urgent measures to tackle rising homelessness, growing support needs, and pressure on affordable housing. North Lanarkshire’s HAP reflects the national response through a strong emphasis on early intervention, multi-agency collaboration, and trauma-informed practice. The HAP ensures North Lanarkshire is well-positioned to meet new statutory prevention duties under the Housing (Scotland) Bill2, which passed Stage 3 on 30th September 2025, and is awaiting Royal Assent. The Council’s proactive approach has helped avoid declaring a housing emergency. This report provides an update on Year 1 progress against the HAP actions, which includes an update on the pilot of the one-offer approach for homeless applicants, and sets the strategic context for Year 2. It also presents an overview of the 2024-25 homelessness context, which marks the first recorded decrease in homelessness since 2020-21, for North Lanarkshire (2%), and at a national level (1%). Appendices provide detailed insight into local and national trends, and progress against HAP actions. Item 6 Page 45 of 224
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1. Background 1.1 The Scottish Government’s Ending Homelessness Together Action Plan3 set out a national vision to end homelessness, with rapid rehousing at its core. All local authorities were required to develop RRTPs, providing a framework for prioritising prevention, expanding access to settled housing, and reducing time spent in temporary accommodation. 1.2 North Lanarkshire Council’s RRTP (2019-20 to 2024-25) was closely aligned with the Local Housing Strategy, Health and Social Care Strategic Plan, Strategic Housing Investment Plan (SHIP), Locality Outcome Improvement Plans, and the overarching Plan for North Lanarkshire. The RRTP detailed the necessary changes in temporary accommodation, housing supply, and multi-agency support to provide sustainable housing options for homeless households as quickly as possible. 1.3 RRTP funding, originally expected to conclude in 2022-23, was extended to support continued delivery in 2023-24 (£391,000) and 2024-25 (£381,000). The Scottish Government has now confirmed a national allocation of £8 million for 2025-26, with a further extension into 2026-27. This reflects an ongoing commitment to rapid rehousing, and homelessness prevention, enabling North Lanarkshire Council to consolidate RRTP achievements while transitioning to implementation of the HAP priorities. 1.4 In May 2024, the Scottish Government declared a national housing emergency due to rising homelessness, a shortage of affordable housing, and increasing pressures on local authorities. By late 2024, over 10,000 children were living in temporary 3 Ending Homelessness Together: High Level Action Plan (gov.scot) Recommendations It is recommended that the Housing Committee: (1) Acknowledges the progress made in delivering the first year of the HAP 2025-2028. (2) Approves an 18-month extension of the current one-offer pilot scheme for homeless applicants in order to conduct a comprehensive evaluation of impact. (3) Approves the progression of Year 2 delivery of the HAP, including actions to embed new statutory prevention duties under the Housing (Scotland) Bill. (4) Acknowledges the recent approval of the Housing (Scotland) Bill by the Scottish Parliament and supports the Council’s strategic preparedness to implement the new statutory duties, including the collective ‘Ask and Act’ responsibility. (5) Endorses the continuation of partnership working to address ongoing challenges. (6) Acknowledges the strategic alignment of the Homelessness Action Plan with the Scottish Government’s Housing Emergency Action Plan, and the role of continued RRTP funding in supporting national objectives and statutory reform. The Plan for North Lanarkshire Priority All priorities Ambition statement (24) Review and design services around people, communities, and shared resources Programme of Work Resilient People Page 46 of 224
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accommodation. Breaches of the Unsuitable Accommodation Order had reached record levels, and cases where local authorities could not offer temporary accommodation increased by 1,700%. 1.5 Unlike many local authorities, North Lanarkshire Council has not declared a housing emergency, demonstrating a proactive and resilient approach to managing homelessness. The Council has instead prioritised delivery of its HAP, aligning with national priorities through sustained investment and partnership working. Since 2020- 21, homelessness applications in North Lanarkshire have increased by nearly 30%, peaking in 2023-24 before falling by 1.9% in 2024-25. Analysis of most recent data covering the last 6 month period (April to September 2025) shows a continuing decreasing trend in the number of homelessness applications in North Lanarkshire, with applications 7.7% lower for the last 6 month period compared to the same period in the previous year 2024. 1.6 This proactive approach was recently commended in external audit findings4, which highlighted North Lanarkshire’s strong performance in homelessness prevention, shorter average durations in temporary accommodation, and effective multi-agency working. These findings reinforce the Council’s strategic readiness to implement new statutory duties under the Housing (Scotland) Bill. 1.7 Within this context, the HAP was developed as the strategic successor to the RRTP, aligning with national priorities and responding to the evolving housing landscape. The Council continues to receive support through the Ending Homelessness Together Fund, which enables the delivery of RRTP objectives through to 2026-27. This funding has sustained key initiatives, supported the integration of RRTP activity into mainstream services, and prepared the Council for new statutory prevention duties introduced by the Housing (Scotland) Bill. 1.8 The Scottish Government’s Housing Emergency Action Plan sets out a coordinated programme to reduce homelessness, end the use of unsuitable accommodation for children, and maximise investment in affordable housing. Key actions include a renewed focus on eradicating child poverty, supporting vulnerable communities, and delivering significant new investment in affordable homes. An additional £1.538 million in acquisition funding has recently been confirmed for 2025-26, as part of the Housing Emergency Action Plan, to support buy-back of permanent properties and reduce temporary accommodation pressures. 1.9 North Lanarkshire’s HAP builds on the legacy of the RRTP and reflects the Council’s continued commitment to national homelessness priorities. Its delivery is supported by sustained funding and strong partnership working, positioning the Council to respond effectively to both legislative reform and the housing emergency. The four key priorities of the HAP have guided Year 1 delivery and will continue to shape future actions. 2. Report 2.1 In response to the national housing emergency declared in May 2024, the Scottish Government published the Housing Emergency Action Plan in September 2025. The plan sets out a bold and coordinated programme of accelerated actions to address immediate pressures on housing and homelessness services, while laying the foundations for long-term, systemic change. 2.2 The plan is structured around three key objectives: 4 Committee Report: Audit Scotland 2024-25 Annual Audit Report (Pg.40) Page 47 of 224
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• Ending children living in unsuitable accommodation, as part of the national mission to eradicate child poverty. • Supporting the housing needs of vulnerable communities, including those experiencing homelessness, domestic abuse, and housing insecurity. • Building our future, by maximising investment in Scotland’s housing sector and delivering on the ambitions of Housing to 2040. 2.3 The Council’s HAP aligns closely with these national objectives. Year 1 delivery has already made progress in reducing unsuitable accommodation for children, supporting vulnerable groups through trauma-informed services and increasing affordable housing supply. 2.4 Year 2 will build on this foundation by: • Expanding supported accommodation for care experienced young people and individuals with complex needs. • Embedding new statutory prevention duties, including ‘ask and act’ responsibilities, in line with the Housing (Scotland) Bill. • Strengthening multi-agency responses and lived experience involvement. • Targeting resources to areas of greatest need, in recognition of the cost-of-living crisis and housing supply constraints. 2.5 These actions are designed to ensure readiness for the new statutory duties introduced by the Housing (Scotland) Bill, which has now completed Stage 3 in the Scottish Parliament and expected to become law following Royal Assent. The Bill will place a collective duty on all public bodies to ‘ask and act’ to prevent homelessness, strengthen tenant rights, improve housing conditions, and embed person-centred, trauma- informed services across the sector. 2.6 The HAP is further aligned with wider frameworks, the Local Housing Strategy (LHS) 2021-26, the Temporary Accommodation Strategy (TAS) 2024-2029, and the United Nations Convention on the Rights of the Child (UNCRC). It supports the national commitment under The Promise, embedding the rights and needs of children, young people, and care-experienced individuals in housing policy and service delivery. 2.7 The Council will continue to monitor national developments and ensure local actions remain responsive to the evolving housing landscape. The following section outlines progress made during Year 1 of the HAP, highlighting delivery against strategic priorities and alignment with national objectives. Single Offer Pilot 2.8 Members will recall approving a 6-month pilot to implement a one-offer of permanent housing approach for homeless applicants as part of the homelessness progress report presented to committee in November 2024. The pilot was part of the wider efforts to tackle increasing homelessness, with a focused approach on ensuring high quality housing advice to identify the most suitable sustainable offer of housing to meet applicants’ needs. 2.9 Although the pilot is in its early stages, preliminary performance data from the first 3 months5 indicates favourable operational outcomes, with a substantial decrease in refusal rates. Analysis of refusals show that over the 3-month pilot period refusal rates 5 Period refers to 2 June 2025 to 30 September 2025 Page 48 of 224
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of housing offers made to homeless applicants accounted for 20.9% of all offers made to homeless applicants. This compares to 40.4% over the previous year period (June 2024 to 2025). 2.10 Although these findings are positive, a comprehensive assessment of the impact on applicants is required, which will require a longer operational timeframe of the single offer approach for assessment. This will enable a proper evaluation of the impact of this approach on tenancy sustainment, which is only feasible once accepted offers have matured to the twelve-month threshold and corresponding data and metrics are available which can enable a thorough evaluation. It is therefore proposed that the pilot is extended to cover an 18-month period until December 2026. 2.11 Further analysis of the pilot will be conducted on the conclusion of the initial 6-month period and if extended, at regular quarterly intervals and at the one-year mark thereafter, with a future report presented to Housing Committee on the outcomes of the pilot. 2.12 The Housing (Scotland) Act 2014 Section 1.6 requires that stakeholders be consulted on any changes to policy . Therefore, if a future decision is made to permanently alter the number of offers made to homeless applicants as part of our statutory responsibilities, a formal consultation process must be undertaken. Homelessness Action Plan 2025–2028: Year 1 Actions Update 2.13 The first year of the HAP has delivered measurable progress across all four strategic priorities: housing supply, temporary accommodation, support, and prevention. Oversight is provided by the HAP Steering Group, which meets quarterly to monitor delivery and respond to emerging needs. 2.14 Delivery is supported by a structured performance framework that ensures transparency and accountability across all strategic priorities. The Steering Group reviews status updates and tracks progress against agreed milestones. Key Priority 1 - Housing Supply: Significantly reduce homelessness through increasing the supply of affordable homes. 2.15 North Lanarkshire Council has strengthened its commitment to expanding affordable housing, raising its new build target and diversifying delivery methods. Progress has been made through new builds and market purchases. • Council’s new build target increased from 5,000 to 6,000 homes. • 370 new council homes delivered in 2024-25 (278 new build, 92 via the Open Market Purchase Scheme), bringing the total to 2,474. • 92 properties purchased through the Open Market Purchase Scheme, maintaining an average of 106 purchases per annum. • 81 new RSL homes delivered during 2024-25, bringing total delivered to 2,274. • 26 empty homes brought back into use in the private sector with support from the Empty Homes Officer. • Additional Empty Homes Officer post being progressed to increase delivery capacity. • Strategic housing need and demand analysis underway using GIS toolkit to inform future priorities. • Private landlord newsletters issued which promote OMPS and encourage participation. Page 49 of 224
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Key Priority 2 - Temporary Accommodation: Reduce time spent in temporary accommodation through access to settled housing quickly. 2.16 Policy changes and strengthened partnerships are helping streamline rehousing processes. • 57 flipped tenancies in 2023-24 and 58 in 2024-25. • Local RSL/Council homelessness liaison meetings established to improve collaboration. • Review underway of sustainability and suitability of all unit-based accommodation. • The average time spent in temporary accommodation in North Lanarkshire is 136 days, significantly below the national average of 238 days. • 78.8% of OMPS and EHPS homes allocated to households who were homeless or at risk. Key Priority 3: Support: Improve support for households who are homeless or at risk of becoming homeless. 2.17 Support infrastructure has been enhanced through new commissioned services, trauma-informed practice, and expanded internal models to ensure timely and appropriate assistance. • Commissioned Housing Support Review and Procurement concluded; new contracts implemented from 1 August 2025. • Trauma-informed training delivered to 161 staff (informed level) and 30 staff (skilled level). • Trauma-Informed Reception Hubs being developed across NLC-managed accommodation. • Bi-annual Housing Domestic Abuse Forum established to support cross-sector learning. • The Homes First model continues to be implemented and is emerging as a best practice approach for tenancy sustainment and trauma-informed support. In 2024- 25, the service supported 73 individuals, with positive outcomes in tenancy stability and reduced repeated homelessness. • RRTP Senior Officer recruited to support multi-agency collaboration and continuous improvement. • Dedicated Housing Development Officer appointed to enhance housing options education and frontline support. • £500,000 Household Support Fund available for young people aged 16-26 in rent arrears. • £1 million Rent Assistance Fund (RAF) available for all tenants affected by cost-of- living pressures. These targeted funds have contributed to a reduction in arrears and material hardship, contributing to tenancy sustainment. • £50,000 SDS funding allocated to Homes First clients for essential furniture. • £20,000 per locality allocated for vouchers (£200 per client) to support immediate needs. Key Priority 4: Prevention: Preventing homelessness through early intervention, education and other support services 2.18 Preventative approaches are being embedded across services, with targeted efforts for young people, those leaving institutions, and individuals with complex needs. Cross-sector collaboration is central to this work. Page 50 of 224
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• Reception flats for Care Experienced Young People increased from 3 to 4. • Wellbeing and tenancy sustainment check-ins developed for young people and those with identified support needs. • Housing links to courts and prison release being established, with commitment to employ a temporary housing/prison link worker. • Health and Homelessness steering group re-established with development of new Action Plan underway. • Collaborative work with Social Work ongoing to develop suitable UASC accommodation site. • Targeted cost-of-living funding streams are being used to reduce financial hardship and prevent homelessness, particularly among young people and low-income households. Steering Group Coordination and Strategic Actions 2.19 The HAP Steering Group has continued to drive forward key actions that support strategic coordination, service improvement, and delivery across all four priorities. These include: • Enhancing landlord engagement through the Private Landlord Forum and promotion of the Rent Deposit Guarantee Scheme (RDGS). • Delivering RDGS staff briefings across all localities to raise awareness and encourage uptake. • Established a Short Life Working Group to improve the Common Housing Register and homelessness allocations. • Developing education offerings on homelessness awareness for schools and colleges, including a housing options session delivered at New College Lanarkshire by the Housing Strategy and Tenant Participation team. • Advancing UNCRC compliance in housing services for children and families with actions identified and best practice materials under review. Strategic Context and Transition to Year 2 2.20 As Year 2 begins, the HAP continues to support delivery of national priorities, including the Housing Emergency Action Plan and anticipated statutory duties under the Housing (Scotland) Bill. The Council remains focused on embedding trauma-informed, preventative approaches across services, in line with the collective duty to prevent homelessness before crisis point. 2.21 With the transition of RRTP activity into HAP delivery, and the evolving national funding arrangements, there is a growing expectation that local authorities embed RRTP- funded initiatives into core service provision and demonstrate measurable outcomes. North Lanarkshire’s approach reflects this shift, sustaining effective practice while expanding strategic priorities to meet emerging needs and prepare for implementation of new legislative duties introduced by the Housing (Scotland) Bill. 2.22 As part of the Housing Emergency Action Plan, North Lanarkshire Council has received a revised Resource Planning Assumption (RPA) of £34.411 million for 2025-26 under the Affordable Housing Supply Programme. This includes £1.538 million in targeted acquisition funding, announced as part of the Housing Emergency Action Plan. The uplift is specifically intended to support the buy-back of permanent properties to reduce temporary accommodation pressures and will inform delivery of the Strategic Housing Investment Plan (SHIP) and Year 2 of the HAP, contributing to increased settled housing outcomes and prioritised allocations for households at risk of homelessness. Page 51 of 224
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2.23 Despite strong progress, North Lanarkshire continues to face significant challenges. Pressure on affordable housing supply persists, alongside rising demand for temporary accommodation and increasingly complex support needs. Sustaining trauma-informed and digitally inclusive services will be essential as the Council transitions RRTP funded activity into core delivery. These pressures are compounded by rising construction costs, workforce shortages, and supply chain volatility, all of which impact service capacity and housing availability. 2.24 A status update on Year 1 HAP actions and planned future activity is provided in Appendix 2, supporting transparency, accountability, and continuous improvement across all strategic priorities. 2.25 The HAP continues to provide a strategic framework for reducing homelessness in North Lanarkshire. As Year 2 begins, the focus shifts to embedding legislative reform, scaling up support for complex needs, and responding to the national housing emergency through targeted, trauma-informed, and collaborative approaches. 2.26 Successful implementation will rely on robust performance monitoring, continued engagement with people with lived experience, alignment with national policy, and targeted use of cost-of-living funding streams. Year 2 Areas of Progress and Focus 2.27 Year 2 of the HAP will prioritise consolidating progress, embedding new statutory duties, and responding to emerging pressures. Delivery will remain aligned with national priorities, including the Scottish Government’s Housing Emergency Action Plan, and will be informed by lived experience, data-driven insights, and strengthened multi-agency collaboration. 2.28 Strategic priorities for year 2 include: • Embed statutory prevention duties across all relevant services, including “ask and act” responsibilities under the Housing (Scotland) Bill. • To support implementation of the new ‘ask and act’ duties under the Housing (Scotland) Bill, training and capacity-building plans will be developed. These will ensure frontline staff across housing, health, and social work are equipped to identify and respond to early signs of housing risk. • Strengthen trauma-informed practice, including a review and refresh of the Housing Domestic Abuse Action Plan to improve outcomes for those affected. • Enhance lived experience involvement in service design and delivery through co- production, consultation and feedback mechanisms. • Expand reception flat provision for care experienced young people to support earlier transitions from care and reducing the risk of homelessness. • Improve data-sharing and early intervention protocols to identify and support individuals at risk of homelessness at an earlier stage. • Scale up multi-agency responses to address root causes of homelessness, including poverty, mental health, addiction, and domestic abuse. • Increase the supply of affordable and accessible housing, with a focus on high- demand areas and larger sized family homes. • Target cost-of-living support to those most at risk, including arrears assistance, furniture provision, voucher schemes, and digital inclusion. • Prioritise whole family support approaches, aiming to prevent homelessness amongst families before crisis point, reduce time spent in temporary accommodation, and align with the wider whole family support agenda. Page 52 of 224
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Homelessness Trends 2024/25: North Lanarkshire vs Scotland 2.29 The strategic objectives and planned actions outlined above are informed by detailed analysis of local and national homelessness data. This section presents key trends from 2024-25, highlighting North Lanarkshire's performance in comparison to the national picture. The data reflects the impact of Year 1 delivery and provides a framework for monitoring progress in Year 2. Full data visualisations and breakdowns are provided in Appendix 1. 2.30 North Lanarkshire experienced a sharp increase in homelessness applications between 2022-23 (1,916) and 2023-24 (2,227), reflecting the ongoing impact of the cost-of-living crisis and wider housing market pressures. However, in 2024-25, applications fell to 2,185 (↓1.9%), outperforming the national trend (Scotland: 41,054 to 40,688, ↓ 0.9%). This reversal suggests that local early intervention and prevention measures, such as tenancy sustainment, crisis response, and targeted support, are beginning to have a stabilising effect on demand. 2.31 Repeat homelessness in North Lanarkshire fell significantly from 95 cases in 2023-24 to 75 in 2024/25 (↓21%). In contrast, Scotland saw an increase in repeat homelessness, from 1,305 to 1,385 cases (↑6%). This improvement locally is likely due to the expansion of trauma-informed support, tenancy sustainment services, and targeted interventions such as the Homes First service and enhanced partnership working. These approaches are helping to break the cycle of repeat homelessness more effectively than the national average. 2.32 The number of households in temporary accommodation in North Lanarkshire increased from 620 in 2024 to 645 in 2025 (↑4%), while Scotland saw a larger proportional increase from 16,330 to 17,240 (↑5.6%). Although demand for temporary accommodation remains high, North Lanarkshire’s ongoing conversion of temporary accommodation to permanent homes and the implementation of rapid rehousing pathways have helped manage caseloads and prevent further escalation. 2.33 North Lanarkshire maintained a stable number of children in temporary accommodation at 220 in both 2024 and 2025, (↓15% from 2023). This contrasts with the national picture, where the number of children in temporary accommodation reached a record high of 10,180. 2.34 However, the number of households with dependent children or pregnant women in temporary accommodation increased by 14%. This follows a decrease from the previous year, returning to 2023 levels. While the percentage increase may appear significant, the absolute number remains relatively small. Nationally, this figure rose marginally to 4,940 households (↑0.6%). The increase for North Lanarkshire highlights ongoing pressure on family homelessness services, despite stability in the number of children affected. These developments reinforce the importance of trauma-informed, whole-family support approaches embedded in commissioned housing support contracts, ensuring that both children and adults receive coordinated, person-centred support. 2.35 The average time spent in temporary accommodation in North Lanarkshire increased slightly from 132 days in 2023/24 to 136 days in 2024/25 but remains significantly below the Scottish average of 238 days (↑228 days in 2023/24). This continued strong performance is likely due to effective rapid rehousing pathways and robust partnership working to secure settled accommodation more quickly. Page 53 of 224
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2.36 The number of households securing a Scottish Secure Tenancy in North Lanarkshire rose from 1,444 in 2023/24 to 1,607 in 2024/25 (↑11%), compared to a 4.4% increase nationally. North Lanarkshire’s higher proportion of settled outcomes reflects the success of local allocation policies and the focus on tenancy sustainment and early intervention. 2.37 Youth homelessness outcomes in North Lanarkshire also remain strong. In 2024-25, 80% of young people assessed as unintentionally homeless secured a local authority tenancy, compared to 47% nationally. This reflects the Council’s continued investment in early intervention, care-experienced pathways, and targeted support for young people at risk of homelessness, including the expansion of reception flats and tenancy sustainment check-ins. 2.38 A key gender disparity is evident in domestic abuse-related homelessness, with 24% of female applicants (227) citing violent or abusive household disputes as the reason for their application, compared to just 6% of male applicants (76). Women were four times more likely to present as homeless due to domestic abuse. The most common reason for male applicants was ‘being asked to leave’ (348 applications). This demonstrates the importance of gender-sensitive housing and support services, including trauma-informed responses. 2.39 In 2024-2025, North Lanarkshire and Scotland experienced a slight decrease in homelessness applications (↓2% and ↓1% respectively). However, the overall decline masks important shifts in the composition of applicants, particularly for North Lanarkshire. While Scotland saw increases in single-person and “other with children” households, most family categories declined. In contrast, North Lanarkshire experienced increases across several family-type households, including single parents (↑4%), couples (↑14%), and couples with children (↑8%). 2.40 Although there has been a slight increase in the length of stay in temporary accommodation, with lone parents staying an average of 124 days and couples with children 151 days, both up slightly from the previous year (↑4 and ↑9 days respectively), these durations are less than half of the time families spend in temporary accommodation nationally (275 days for lone parents and 386 days for couple with children). 2.41 North Lanarkshire continues to outperform the national average in several key areas, including the reduction of repeat homelessness, shorter stays in temporary accommodation, children in temporary accommodation, and higher rates of settled outcomes. These positive trends are underpinned by the Council’s strategic focus on prevention, rapid rehousing, trauma-informed practice, and collaborative partnership working. 2.42 The Council remains committed to reducing homelessness and improving outcomes for vulnerable households. Continued investment, strategic innovation, and strong partnership working will be essential to deliver the ambitions of the Homelessness Action Plan and respond effectively to the national housing emergency. These efforts will be guided by robust performance monitoring and alignment with national policy frameworks. 3. Measures of success 3.1 Success will be measured through delivery of HAP actions, overseen by the Steering Group and supported by RAG status tracking, comparative analysis and performance reporting. Page 54 of 224
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3.2 Key success indicators include: • A reduction in homelessness applications and repeat presentations. • Shorter average durations in temporary accommodation. • Increased tenancy sustainment and settled housing outcomes. • Improved support for individuals with multiple and complex needs. • Enhanced outcomes for young people, care-experienced individuals, and those affected by domestic abuse, through targeted and trauma-informed interventions. • Effective allocation of cost-of-living support to alleviate material hardship. • Progress in embedding trauma-informed practice and statutory prevention duties. • Annual benchmarking against national performance indicators. • Incorporation of qualitative feedback from individuals with lived experience. 4. Supporting documentation 4.1 Appendix 1: Homelessness Key Trends: North Lanarkshire vs Scotland, 2024-25. 4.2 Appendix 2: HAP 2025-2028 with Year 1 RAG status. Stephen Llewellyn Chief Officer (Housing) Page 55 of 224
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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? A revised Equality Impact Assessment (EqIA) was completed to support the development of the new Homelessness Action Plan (HAP) 2025-2028, which builds on and progresses the legacy of the Rapid Rehousing Transition Plan (RRTP). The assessment confirms a positive impact across all protected characteristics, acknowledging that homelessness can affect anyone. It also identifies a greater positive impact for groups disproportionately at risk, including younger people, ethnic minority communities, disabled individuals and single men, who are statistically more likely to experience homelessness. These findings reinforce the HAP’s commitment to inclusive, targeted prevention and support measures. This assessment will continue to inform service design and delivery throughout the implementation of the HAP. 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? Page 56 of 224
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5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Risk is identified in relation to failure to deliver/progress the RRTP which underpins the HAP (2025-2028). This risk is recorded on the Service Risk Register under the LHS (2021-2026) and is managed through ongoing performance monitoring, governance oversight, and partnership delivery arrangements. Page 57 of 224
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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. The delivery of the RRTP is positive for all equality groups, including Armed Forces veterans and serving personnel, who may face unique housing challenges during transition to civilian life. The plan ensures equitable access to housing support and aligns with the Armed Forces Covenant. 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). The Homelessness Action Plan (HAP) 2025-2028 includes targeted actions that directly impact children and young people, particularly those experiencing or at risk of homelessness. A Children’s Rights and Wellbeing Impact Assessment (CRWIA) has been completed. The plan supports: • Article 27: Right to an adequate standard of living • Article 20: Protection for children without family care • Article 12: Right to be heard in decisions affecting them Provision includes increased access to secure housing, early intervention for families, and enhanced support for care-experienced and asylum-seeking children, aligned with GIRFEC and corporate parenting duties. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☒ No ☐ Page 58 of 224
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Appendix 1 Key Homelessness Trends North Lanarkshire vs. Scotland, 2024/25 Page 59 of 224
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Homeless Applications Repeat Homelessness Homeless Applications: In 2024/25, North Lanarkshire saw a slight decrease in homelessness applications, falling from 2,227 in 2023/24 to 2,185 (↓2%). This follows a significant rise the previous year. Nationally, Scotland also experienced a marginal decrease, with applications dropping from 41,054 to 40,688 (↓1%). Despite these small reductions, application numbers remain well above pre-pandemic levels both locally and across Scotland. Repeat Homelessness (within 12 months): In 2024/25, the number of households in North Lanarkshire re- assessed as homeless within one year fell from 95 to 75 (↓21%). In contrast Scotland saw an increase from 1,305 to 1,385 (↑6%) over the same period. Page 60 of 224
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Number of Live & Closed Cases Number of Live Homeless Cases: As at 31st March 2025, North Lanarkshire had 948 open homelessness applications, a decrease of 52 cases (↓5%) from 2024. Nationally, there were 31,695 open homelessness cases, an increase of 182 cases (↑1%) from the previous year. This may reflect the impact of local prevention initiatives and targeted support measures introduced during the year. Number of Closed Cases: During the reporting period 2024/25, North Lanarkshire closed 2,237 homelessness applications, an increase of 138 cases (↑7%) compared to the previous year. Nationally, there were 40,506 closed homelessness cases, an increase of 1,938 cases (↑5%) from the previous year. Both North Lanarkshire and Scotland recorded increases in the number of closed cases. The rate of increase in North Lanarkshire was slightly above the national average, suggesting continued progress in case resolution and the potential impact of local service improvements. Page 61 of 224
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Applications by Household Type Applications by Household Type Between 2023-24 and 2024-25, North Lanarkshire and Scotland experienced a slight decrease in homelessness applications (2% and 1% respectively). However, the overall decline masks important shifts in the composition of applicants, particularly for North Lanarkshire. While Scotland recorded increases in single person and other with children categories, while most family categories saw declines. North Lanarkshire experienced broader increases across family- type households, including couples, single parents, and households with children. This suggests family groups are becoming a more prominent part of the homelessness landscape across North Lanarkshire, and likely reflecting pressures such as affordability, relationship breakdown, and limited access to suitable housing. At a Glance: North Lanarkshire Number and % change from 2023-24 to 2024-25: ↑Increase: • Single Parent: ↑24 (4%) • Couple: ↑13 (14%) • Couple with Children: ↑8 (8%) • Other with Children: ↑5 (36%) ↓ Decrease: • Single Person: ↓87 (6%) • Other: ↓5 (↓23%) At a Glance: Scotland Number and % change from 2023-24 to 2024-25: ↑Increase • Single Person: ↑500 (2%) • Other with Children: ↑95 (9%) ↓ Decrease: • Single Parent: ↓695 (9%) • Couple: ↓95 (8%) • Couple with Children: ↓125 (9%) • Other: ↓45 (4%) Page 62 of 224
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Reasons for Homelessness Application Main Reasons for Application: Between 2023-24 to 2024-25, the main reasons for homeless applications exhibited a number of distinct changes at a local level compared to the and national picture. Overcrowding rose by 13 applications (↑68%) in North Lanarkshire, compared to 33 (↓6%) nationally. Harassment increased by 18 applications (↑31%) in North Lanarkshire, while decreasing by 10% nationally. Loss of tied accommodation increased from 4 to 6 applications (↑33%) in North Lanarkshire versus the 4% increase nationally. The application numbers are small but could indicate possible shifts in employment-linked housing. In contrast, emergency-related applications and forced sales of matrimonial homes both decreased by 4 applications (↓33%) in North Lanarkshire, surpassing the 6% national reduction. Applications due to violent or abusive household disputes dropped by 36 (↓12%) in North Lanarkshire, compared to a 3% decrease across Scotland. However, non-violent relationship breakdowns increased across North Lanarkshire by 13 (↑3%), compared to 7% nationally, possibly indicating a shift in the nature of household conflict or support-seeking behaviour in the area. Finally, applications due to arrears or default payments increased by 28 cases (↑27%) in North Lanarkshire, which reports this as a combined category. This compares to a national increase of 162 cases (↑19%) across all tenure types. Page 63 of 224
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Reasons for Failing to Maintain Accommodation Prior to Application Reasons for Failing to Maintain Accommodation Prior to Application: In North Lanarkshire, the most notable reduction for applicants failing to maintain accommodation were seen in lack of support from friends or family (↓195, 35%), financial difficulties, debt or unemployment (↓153, 31%), and difficulties managing on own (↓135, 36%). Physical health reasons had a moderate decline of 71 cases (↓16%). The only significant increase was in unmet need for support from housing, social work or health services, which rose by 45 (↑92%). The overall pattern was more stable in Scotland. The largest increase was in physical health reasons (↑273, 8%), followed by a slight rise in unmet support needs (↑23, 1%) and external factors not related to the applicant household (↑61, 0%). The most substantial decreases were in lack of support from friends/family (↓492, 9%) and difficulties managing on own (↓178, 10%). These figures suggest that North Lanarkshire has experienced a sharper decline in support-related and financial reasons, while Scotland appears to have a more stable outlook, with health-related and external housing factors remaining prominent. The increasing number of unmet support needs across North Lanarkshire may indicate emerging service gaps or a greater awareness among applicants. Page 64 of 224
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Homelessness Assessment Decisions Applications Assessed as Threatened with Homelessness: From 2023-24 to 2024-25, North Lanarkshire recorded an increase in applications assessed as homeless or threatened with homelessness, rising from 1,871 to 1,954 (↑83, 4%). In comparison, Scotland experienced a more modest increase, with applications rising from 33,955 to 34,067 (112, ↔0%). North Lanarkshire’s year-on-year growth was notably higher than the national trend, continuing a steady rise since 2021–22. Homeless Assessment by Decisions: North Lanarkshire Vs Scotland In 2024-25, of the 2,200 assessments made in North Lanarkshire, 1,865 (85%) applications were assessed as unintentionally homeless (or threatened), compared to 33,200 out of 40,925 decisions (81%) nationally. The proportion of all homeless or threatened applications was also higher in North Lanarkshire at 1,955 (89%) versus 34,065 (83%) for Scotland. North Lanarkshire recorded 90 applications (4%) as intentionally homelessness (or threatened), slightly above Scotland’s 870 cases (2%). Other outcomes, such as resolving homelessness before a decision, being found ineligible, losing contact, withdrawing, or being assessed as neither homeless nor threatened, accounted for 245 cases (11%) in North Lanarkshire, compared to 6,860 cases (17%) across Scotland. These figures suggest that North Lanarkshire had a higher proportion of cases assessed as homelessness with fewer applications falling into non-decision categories. Page 65 of 224
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Adults & Children Associated with Applications Assessed as Homeless or Threatened with Homelessness Children: North Lanarkshire experienced an increase of 13 children (1%) associated with homelessness applications compared to the previous year, while Scotland saw a decrease of 1,065 children (7%). This reflects a continued upward trend in North Lanarkshire, compared to the national decline. Adults: North Lanarkshire continues to experience a sharper rise in adult homelessness compared to the national average. There was a recorded increase of 111 (↑5%) adults associated with applications assessed as homeless (or threatened), significantly higher than the national increase of 114 (↔0%) to 38,674. In North Lanarkshire, 42% of homeless applicants were single males, followed by single females (18%) and single female parents (17%). Single male parents made up 11%, and couples with children 5%. In Scotland, single males accounted for a slighter higher share (49%), followed by single females (21%) and single female parents (14%). Single male parents were lower at 5%, and couples with children at 3%. Figures suggest that North Lanarkshire has a more varied household profile, while Scotland’s homelessness applications remain more concentrated among single individuals. Page 66 of 224
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Support Needs for Households Assessed as Homeless or Threatened with Homelessness Support Needs: In North Lanarkshire, for the period 2023-24 to 2024-25, support needs assessments increased from 1,864 to 1,954 (↑5%), compared to a marginal 0.3% rise nationally. Support needs linked to medical conditions rose by 58 (↑24%), physical disabilities by 41 (↑17%), and learning disabilities by 19 (↑13%), all of which were significantly above national increases of 2%, 8%, and 13% respectively. Mental health needs increased slightly in North Lanarkshire by 18 (↑2%) but declined nationally by 31, (↓0.3%). Notably, drug or alcohol dependency fell by 45 cases (↓17%) in North Lanarkshire, compared to a national drop of 183 cases (↓5%). Scotland saw a slight decline in basic housing/independent living support needs by 128 (↓2%), while North Lanarkshire recorded a modest increase of 16 (↑7%). North Lanarkshire saw a decline of 5% in households with no support needs, but a notable rise in those with multiple needs, especially 2+ support needs (↑9%). Conversely, Scotland’s overall distribution remained relatively stable, with only modest increases and a slight drop in 3 support need cases (↓3%). Page 67 of 224
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Property Type from which the Household became Homeless In 2024/25, the largest increase in the number of applications across North Lanarkshire came from individuals leaving private rented tenancies, prison, and armed services accommodation. Decreases were most evident among those leaving friends or partners, local authority tenancies, and other unspecified categories. Across Scotland, the most significant increases were among those leaving supported accommodation, RSL tenancies, and parental homes, while the largest decreases were seen among those leaving friends or partners, owner-occupied housing, and other unspecified categories. At a Glance: North Lanarkshire ↑Increase: • Private rented tenancy ↑41 (18%) • Armed Services Accom. ↑3 (75%) • Prison leavers ↑5 (6%) ↓ Decrease: • Friends/partners ↓34 (−8%) • Other ↓13 (−25%) • LA Tenancy ↓15 (−3%) At a Glance: Scotland ↑Increase: • Supported Accom. ↑578 (21%) • RSL tenancy ↑154 (9%) • Parental Home ↑41 (0.5%) ↓ Decrease: • Other ↓145 (−15%) • Owning/Buying ↓158 (−14%) • Friends/Partners ↓177 (−3%) Page 68 of 224
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Local Connection & Outcomes Temporary Accommodation All Households in Temporary Accommodation (as 31st March) Local Connection: In 2024-25, North Lanarkshire had a higher proportion of households with a local connection (85%) compared to Scotland’s average (82%). It also had slightly more households connected to both the local area and another Scottish authority (12% vs. 9%) and fewer with connections only to another authority (2% vs. 4%). There were few households that had no known local connection (1% vs. 6%). North Lanarkshire’s increase in temporary accommodation use was slightly below the national average. Scotland 2024-25: ↑910 (6%) from previous year. North Lanarkshire 2024-25: ↑25 (4%) from the previous year. Page 69 of 224
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Households with Children in Temporary Accommodation (as at 31st March) North Lanarkshire has performed better than the national average in terms of children in temporary accommodation but saw a sharper increase in households with children or a pregnant woman. • Children in temporary accommodation ↔0 (no change). • Households with children/pregnant women ↑15 (14%). Scotland: Children in temporary accommodation: 10,110 (highest recorded) • Children in temporary accommodation ↑70 (1%). • Households with children/pregnant women ↑30 (1%). Page 70 of 224
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Average Time Spent in Temporary Accommodation North Lanarkshire continues to outperform the national average , with shorter average stays in temporary accommodation across all household types. While Scotland’s average duration increased again in 2024-25, North Lanarkshire experienced a modest increase but remained well below the national average. North Lanarkshire: Average days in temporary accommodation: 136 (↑4 days from 2023-24 but 43% lower than Scottish average of 238 days) • Lone parents: 124 days (↑4 days from 2023-24) • Couples with children: 151 days (↑9 days) • Other households with children: 118 days (↓46 days) Scotland: • Lone parents: 275 days (↑5 days from 2023-24) • Couples with children: 386 days (↑11 days) • Other households with children: 334 days (↑15 days) Page 71 of 224
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Outcomes Homeless Unintentional: In 2024–25, North Lanarkshire recorded 1,810 outcomes for households assessed as unintentionally homeless or threatened with homelessness, with 1,600 securing settled accommodation, a success rate of 90%, up from 88% in 2023–24. This reflects continued improvement in housing outcomes locally. In comparison, Scotland had 29,995 outcomes, with 24,030 households securing settled accommodation, equating to 82%, which is broadly consistent with the previous year. As with the previous year, the majority of settled outcomes in both North Lanarkshire and Scotland were achieved through local authority tenancies, followed by RSL (housing association) placements. Use of private rented tenancies and other accommodation types remained limited, with North Lanarkshire showing particularly low reliance on the private sector and no recorded hostel placements. Page 72 of 224
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Applications by Gender, Reason and Outcome In 2024–25, men made up the majority of homelessness applications in both North Lanarkshire (57%) and Scotland (58%). Gender disparities were most evident in the reasons for applying, with women far more likely to cite domestic abuse (24.4% in North Lanarkshire vs 6% of men). Nationally, the pattern was similar (22.9% of females vs 4.9% of males). Male applicants were more likely to report non-violent relationship breakdowns (21.6% vs 12.4%) and discharge from institutions (6.8% vs 0.8%). Outcomes also varied by gender. In North Lanarkshire, 73% of female applicants deemed unintentionally homeless secured a local authority tenancy, compared to 63.4% of males. RSL tenancies were similar in genders (5.7% female, 5.9% male), while private rented tenancies were low (1.2% female, 0.4% male). Notably, 13.7% of male applicants had outcomes recorded as “not known,” compared to just 2.8% of females, suggesting weaker engagement or follow-up. Nationally, outcomes were more evenly split between LA and RSL tenancies, with 47.2% of females and 44.1% of males securing LA tenancies, and 32.2% of females and 30.9% of males securing RSL tenancies. Across both North Lanarkshire and Scotland, women were more likely to secure settled accommodation and less likely to have unknown outcomes, reflecting gendered differences in both the causes and resolution of homelessness. Overall, the data reflects how women’s homelessness is more often linked to domestic abuse, while men’s is shaped by relationship breakdown and institutional transitions, with differences in housing outcomes and data completeness. Page 73 of 224
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Applications by Banded Age North Lanarkshire Average Days from Assessment to Closure Applications by Age Banding Between 2023–24 and 2024–25, North Lanarkshire saw a small decrease in overall homelessness applications (↓42). The 26–59 age group remained the largest, with 1,559 applications, down from 1,599 (↓40). The 18–25 group remained stable, decreasing marginally by two applications (↓462 to 460). Applications from those aged 60+ increased slightly (↑3), while the 16–17 group saw a small drop (↓3). The overall age distribution remained consistent, with adults aged 26–59 continuing to account for over 70% of all applications. Applications assessed as homeless or threatened with homelessness: Between 2023–24 and 2024–25, North Lanarkshire’s average time from assessment to closure for homelessness applications increased slightly from 154 to 159 days (↑3%), remaining well below the Scottish average. Over the same period, Scotland’s average rose from 278 to 280 days (↑1%), continuing a trend of gradual increases. Page 74 of 224
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Applications per 1,000 People Note: Per 1,000 population rates (North Lanarkshire: 6.44; Scotland: 7.45) were calculated using homelessness application totals and 2023 regional population estimates sourced from Statista. Applications by Eligibility Status North Lanarkshire Applications per 1,000 people In 2024–25, North Lanarkshire recorded 2,185 homelessness applications, equating to 6.44 applications per 1,000 people—below the national average and mid-range compared to other Scottish councils. Homeless Applications by Eligibility Status: 2023-24 to 2024-25 North Lanarkshire’s homelessness applications show some notable differences from the national picture. While both saw a small decrease in British/EEA/Swiss nationals (3% vs 2% nationally), North Lanarkshire recorded a rise in recent EU nationals (13%) against a national drop (19%). Applications from lawfully present non-EU nationals rose more sharply in North Lanarkshire (43%) than Scotland (15%). Ukrainian applications increased nationally (16%) but remained unchanged for North Lanarkshire. The number assessed as not eligible fell by 50% in North Lanarkshire, compared to 23% across Scotland. Page 75 of 224
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Homelessness Applications: Ukrainian Displaced Households Ukrainian Displaced Households Following the war in Ukraine, many households arrived in Scotland under schemes such as the Super Sponsor programme, seeking safety and stability. Between 2023-24 and 2024-25, Scotland saw a gradual increase in homelessness pressures among Ukrainian households: • Homelessness applications increased from 290 to 335 (↑16%) across Scotland, while North Lanarkshire remained steady at 5 (↔0%). • Assessments of unintentional homelessness or threatened with homelessness, increased from 270 to 295 (↑9%) across Scotland, with North Lanarkshire again reporting 5 cases each year (↔0%). • Closed homelessness cases were relatively stable nationally, reducing from 290 to 185 (↓1.7%), and unchanged at 5, in North Lanarkshire (↔0%). • Of those closed cases, settled accommodation was secured for 240 households in 2023-24, dropping to 190 (↓21%) in 2024-25 across Scotland. In North Lanarkshire, all 5 closed cases each year resulted in settled accommodation. Page 76 of 224
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Veteran Homelessness Applications: Between 2015-16 to 2024-25, the number of applications from former armed forces personnel in North Lanarkshire’s remained low, ranging from 15 to 45 per year. There was a notable increase in 2017-18, when applications more than doubled from 20 to 45 (↑125%), the highest figure across the ten-year period. After fluctuating in subsequent years, applications increased again from 15 in 2023-24, to 25 in 2024-25 (↑67%). In contrast, Scotland recorded higher levels of applications, ranging from a low of 780 in 2021-22 to a peak of 995 in 2018-19. Between 2023-24 to 2024-25, Scotland saw a slight decrease of 1%. Although North Lanarkshire's number is small in absolute terms, the recent increase may require further monitoring and targeted support for former armed forces personnel at risk of homelessness. Assessments: Between 2015-16 to 2024-25, there were 235 applications from former armed forces personnel , of which 195 (83% of applicants) were assessed as homeless or threatened with homelessness in North Lanarkshire. Assessment figures varied year on year, ranging from a low of 10 in 2021-22 to a high of 30 in 2017-18. In 2024-25, assessments increased from 15 to 20 (↑33%). In comparison, Scotland recorded 7,385 assessments over the same period, ranging from 650 in 2021-22, to 830 in 2018-19. Between 2023-24 to 2024-25, Scotland saw a modest decline, with assessments falling from 785 to 760 (↓3.2%). Page 77 of 224
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Homeless Applications: Prison Leavers Prison Leavers North Lanarkshire North Lanarkshire received 85 applications from prison leavers in 2023– 24, increasing to 90 (↑6%) in 2024–25. North Lanarkshire had no female applicants in 2023–24, but recorded 5 in 2024–25, with male applicants remaining steady at 85 across both years. Scotland Scotland recorded 1,660 homelessness applications from prison leavers, increasing to 1,740 (↑5%) in 2024–25. Male applicants accounted for 1,560 in 2023–24 and 1,615 in 2024–25, while female applicants were 100 and 125 respectively. The figures highlight the persistent gender imbalance in homelessness applications from prison leavers, with males comprising over 90% of cases in both Scotland and North Lanarkshire. Page 78 of 224
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Youth Homelessness Applications: 2015-16 to 2024-25 North Lanarkshire’s youth homelessness applications fell from 617 in 2015-16 to 472 in 2024-25, (↓24%) over the decade. The trend was not linear, after a low of 400 in 2022-23, applications rose sharply by 17% in 2023-24, then stabilised with a modest 1% increase in 2024-25. Scotland-wide, applications declined from 9,903 in 2015-16 to 9,013 in 2024-25, (↓9%). The national trend was more gradual, with small year-on-year fluctuations and a slight increase of 0.3% in the most recent year. Assessment Decisions In 2024-25, North Lanarkshire recorded 475 youth homelessness assessments, with 89% assessed as unintentionally homeless with priority need, which was above the national average of 81%. Intentional homelessness was slightly higher in North Lanarkshire (3% vs 1%), while cases of lost contact, withdrawal, or ineligibility were notably lower than Scotland overall. This suggests that youth applicants in North Lanarkshire are more likely to remain engaged through to decision. Page 79 of 224
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Youth Homelessness Outcomes (Unintentional Decision) In 2024-25, North Lanarkshire recorded 405 youth homelessness outcomes, with 80% resulting in a local authority tenancy. This was above the national average of 47%. There were no outcomes in private rented tenancies or hostels for North Lanarkshire, and very few cases involved informal arrangements or unknown outcomes. This suggests a strong focus on securing settled housing through council tenancies for young people in North Lanarkshire. Youth Homelessness per 1,000 population In 2024-25, North Lanarkshire recorded a youth homelessness rate of 12.4 per 1,000 population aged 16-24, slightly below the national average of 12.8 per 1,000. This places North Lanarkshire in the mid-range among Scottish local authorities, indicating a relatively stable level of youth homelessness compared to higher-rate areas such as Clackmannanshire and West Dunbartonshire. Page 80 of 224
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Homelessness Trends Summary: 2024–25 • Homelessness applications in North Lanarkshire fell slightly by 2% in 2024–25, following a significant rise the previous year. This mirrors a 1% national decrease, though application levels remain well above pre-pandemic figures across Scotland. When adjusted for population, North Lanarkshire recorded 6.44 applications per 1,000 people, below the national rate of 7.45. • North Lanarkshire saw a significant 21% reduction in repeat homelessness, compared to a 6% increase nationally, indicating improved tenancy support and follow-up support. The number of live homelessness cases also fell by 5% locally, while increasing by 1% across Scotland. • The number of children in temporary accommodation in North Lanarkshire remained unchanged, despite a 14% increase in households with children or pregnant women. This contrasts with the national picture, where the number of children in temporary accommodation rose by 1% to the highest level on record (10,110). This suggests effective prevention or quicker access to settled homes for families in North Lanarkshire. • In terms of applicant profile, single males continued to represent the largest group in North Lanarkshire (42%), followed by single females (18%) and single female parents (17%). This is broadly consistent with national trends, though North Lanarkshire has a more varied household composition. • In 2024–25, applications from former armed forces personnel in North Lanarkshire rose by 67%, with 83% assessed as homeless or at risk. While numbers remain low, the high assessment rate and recent increase suggest emerging local needs. • The number of applicants with multiple support needs rose by 9%, with increases in physical and learning disabilities, and mental health needs. Notably, drug and alcohol dependency fell by 17%, compared to a 5% drop nationally. • Outcomes for young people remained strong. 80% of youth homelessness cases in North Lanarkshire resulted in a local authority tenancy, compared to 47% nationally, reflecting a strong focus on settled housing for young people. • In North Lanarkshire, 24.4% of female applicants cited domestic abuse as the main reason for applying, compared to 6% of male applicants. This is consistent with the national trend and highlights the ongoing need for gender-sensitive housing and support services. • Applications from Ukrainian displaced households in North Lanarkshire remained stable, with five cases in both 2023–24 and 2024–25 (↔0%), contrasting with a national increase from 290 to 335 (↑16%), suggesting limited local impact and effective support pathways. Page 81 of 224
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Appendix 2: Homelessness Action Plan (2025-28): Year 1 Progress On Actions List of Acronyms & Status Descriptions Key BDS Business Development and Support Housing Ops Housing Operations RSLs Registered Social Landlords H&SCP Health and Social Care Partnership LOD Learning and Organisational Development SW Social Work PST Private Sector Team NS New Supply Status Description On track All good. Progressing as planned. No immediate action required. Slightly delayed Monitor progress. Take corrective action if targets at risk. Significantly delayed High risk/off track. Immediate action required to bring back on track. Not started Pending – allocate lead if required. Action complete Action now complete and closed. Page 82 of 224
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Homelessness Action Plan 2025-2028 Key Priority 1 - Housing Supply: Significantly reduce homelessness through increasing the supply of affordable homes Key Indicators Baseline Target Timescale Frequency 2024/25 Position Trend Direction K1.1 Number of homeless applications 2,228 in 2023/24 Reduce 15% 2029 Annual 2,185 ↓ K1.2 Number of new affordable homes built (council and RSL) 3,544 total at 31st March 2024 5,000 Council Homes 2035 Annual 4,748 ↑ NLC – 1,351 539 RSL Homes 2029-30 278 ↑ RSL – 2,193 81 K1.3 Number of Open Market Scheme Purchases 126 in 2023/24 100 per annum Annual 92 - annual average is 100 since OMPS established K1.4 Number of empty homes brought back into use 2023/24 – 75 Continue to increase Annual 26 ↑ (includes private and EHPS) 306 to 31.03.25 K1.5 Number of homeless households whose housing needs are met through additional supply 120 (includes homeless and at risk/ OMPs and new build) Maintain and potentially increase linked to new build programme and subsequent allocations generated Annual 161 ↑ K1.6 Number of homeless households whose housing needs are met in the private rented sector 16 (2023/24) Maintain and potentially increase linked to new build programme and subsequent allocations generated Annual 9 ↓ K1.7 Number of properties acquired through the Open Market Purchase Scheme from private sector landlords with sitting tenants 31 Increase Annual 25 ↓ Homelessness Prevention Actions Baseline Target / Milestone Timescale Lead Partners Progress 2025 Action Status A1.1 Deliver 6,000 new council homes by 2035 1,351 6,000 additional council homes 2035 NS 370 new council homes delivered during 2024/25 (278 new build + 92 On track Page 83 of 224
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OMPS). Total delivered as at 31/03/2025 is 2,474 homes. A1.2 Deliver 539 new RSL homes through the Strategic Housing Investment Plan by 2029/30 2,193 539 additional RSL homes 2029/30 RSLs 81 new RSL homes delivered during 2024/25. Total delivered as at 31/03/2025 is 2,274 homes. On track A1.3 Purchase 100 properties per annum through the Open Market Purchase Scheme 753 total at 31st March 2024 100 properties per annum 2025-35 NS 92 homes purchased in 2024/25. Total as at 31/03/2025 is 845. Average purchases per annum is 106 since OMPS was established. On track A1.4 Provide dedicated advice and support via an Empty Homes Officer to bring back empty homes into use 38 as at 23/24 35 empty homes per annum brought back into use Annual PST 24/25 - 26 total to 31st March 2025 - 308 On track A1.5 Monitor impact of the council new build programme on meeting the housing needs of homeless households 25.6% of new build homes let to homeless households or households with insecure housing points and 75% of OMPS. Maintain and potentially increase where required 2025-35 Housing Ops/BDS Performance Team 6.9% of new build homes were let to homeless households 27.66% of new build homes were allocated to households with insecure housing points 78.8% of homes acquired through the Open Market Purchase Scheme (OMPS) and Empty Homes Purchase Scheme (EHPS) were allocated to households who were homeless or at risk of homelessness. On track A1.6 Explore new ways to increase awareness of the Open Market Purchase Scheme amongst private landlords to prevent homelessness. - Promote via private landlord newsletter 2025-35 BDS Strategy Team Private landlord newsletter due to be issued late 2025. On track Facilitate private landlord forum, promote awareness and explore opportunities for wider awareness raising with landlords. Landlord forum to be arrange late 2025. A1.7 Carry out analysis to identify strategic development sites, bring forward stalled sites and specific priorities (family homes etc.). - Analysis complete 2026 BDS Strategy Team GIS housing needs analysis toolkit developed - analysis of findings underway On track Page 84 of 224
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Homelessness Action Plan 2025-2028 Key Priority 2 - Temporary Accommodation: Reduce time spent in temporary accommodation through access to settled housing quickly Key Indicators Baseline Target Timescale Frequency 2024/25 Position Trend Direction K2.1 Average number of days spent in temporary accommodation for homeless households for cases closed 131 days in 2023/24 Reduce 2025 - 2028 Annual 136 days (↑15) ↑ K2.2 Average number of days spent in temporary accommodation for families with children for cases closed. Single parent – 120 days; Reduce 2025 – 2028 Annual 124 days (↑4) ↑ Couple with children – 142 days; 151 days (↑9) ↑ Other household with children – 164 days. 118 days (↓46) 2023/24 K2.3 Average number of days to close a homeless case (from assessment to closure for applications assessed as homeless or threatened with homelessness) 154 days in 2023/24 Reduce 2025 – 2028 Annual 159 days (↑5) ↑ K2.4 Percentage of council available homes allocated to homeless households 48.10% Increase 2025 – 2028 Annual 49.10% ↑ K2.5 Percentage of RSL available homes allocated to homeless households 16.90% Increase 2025 – 2028 Annual 17% ↑ K2.6 Number of temporary accommodation properties 671 as at 31st March 2023/24 Increase then reduce aligned with the TAS requirements Insert from TAS Annual 667 ↓ Page 85 of 224
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K2.7 Percentage of homeless households provided with a Scottish Secure Tenancy. 67.7% (2023/24 as a % of all homeless applications) Increase 2025-2028 Annual 72.8% ↑ 81.8% as a % of all assessed unintentionally homeless/threatened with homelessness. 87.9% ↑ K2.8 Number of temporary accommodation properties converted to permanent homes (flipped tenancies) 57 flipped in 2023/24 Increase 2025-2028 Annual 58 flipped in 2024/25 ↑ Homelessness Prevention Actions Baseline Target / Milestone Timescale Lead Partners Progress 2025 Action Status A2.1 Continue to convert temporary accommodation to settled homes where this is in the explicit interest of the tenant 57 flipped in 2023/24 Increase 2025-2028 Housing Ops 58 flipped in 2024-25 On track A2.2 Continue to audit ‘flipped’ tenancies to inform effectiveness - Audit at 1-month, 6-month, 12- month and 24- month intervals? 2025-2028 BDS Performance Team Audit intervals TBC Not yet started A2.3 Continue to monitor the ‘fast track’ process implemented for SWF for homeless households to ensure continued priority to enable swift access to furniture items Fast track process established Ongoing monitoring 2025-2028 Housing Ops The fast-track process for accessing SWF furniture items remains in place for homeless households. Ongoing monitoring ensures continued prioritisation and swift access to essential items that support tenancy sustainment. On track A2.4 Monitor the uptake of the Rent Deposit Guarantee Scheme 23/24 – No uptake Regular monitoring and actions to increase awareness implemented if necessary 2025-2028 Housing Ops/BDS Strategy Team 24/25 – No uptake. Staff briefing sessions held in May 2025 to promote scheme as part of wider housing options. On track A2.5 Increase the percentage of council homes allocated to homeless households as required for each housing locality in line with the allocation policy and local letting plans 48.10% Implement targets aligned with local needs 2025-2028 Housing Ops The percentage of council lets allocated to homeless households increased to 49.10% in 2024/25, up from 48.10%. This reflects continued alignment with local letting plans and the council’s On track Page 86 of 224
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commitment to meeting housing need in each locality. A2.6 Increase the percentage of RSL homes allocated to homeless households as required for each housing locality in line with RSL allocation policies and local letting plans 16.90% Implement targets aligned with local needs 2025-2028 Housing Ops Liaison meetings with RSL partners have supported improved collaboration and processes to increase allocations to homeless households. In 2024/25, approximately 17% of available RSL homes were let to homeless applicants. On track A2.7 Explore ways to enable more real time updates to the Common Housing Register to ensure up to date information for homeless households visible to RSL CHR partners - Processes implemented to necessary Common Housing Register changes 2027 BDS Performance Team Ongoing On track A2.8 Deliver training for RSL CHR partners on the CHR with a specific focus on homelessness - Training delivered 2025/26 BDS Performance Team Action being progressed On track A2.9 Implement local RSL/Council liaison homelessness meetings to improve collaboration at a local level to address homelessness - RSL/Council homelessness liaison meetings established 2025/26 Housing Ops Meetings have taken place between NLC and CVHA. Locality meetings and key contacts established to strengthen communication, improve percentage lets, streamline processes, and enhance outcomes for waiting list applicants. Next steps will be to extend this to other CHR partners. On track A2.10 Develop a ‘key contacts housing directory’ to aid right points of contact across wider partners (education, RSLs, health and social care) - Directory developed and disseminated 2025/26 BDS Strategy Team Will be progressed Year 2 Not yet started A2.11 Continue to work with private landlords through the Private Landlord Forum to explore ways in which access to the private rented sector can be improved for homeless households (as well as preventing homelessness from the sector) Private landlord’s forum established Private landlord forum meetings 2025-2028 BDS Strategy Team Landlord forum to be arranged late 2025 - consideration will be given to how this action can be incorporated e.g. through promoting RDGS. On track A2.12 Explore ways of working in partnership with the Scottish - Reduced Void Turnaround 2027 Housing Ops/ Property "Energy supplier delays in meter replacement and activation continue to On track Page 87 of 224
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Government and other local authorities to address lengthy delays by energy suppliers in replacing or updating meters, so that void social homes can be brought back into use earlier. impact void turnaround. The Council is working in partnership with the Scottish Government, RSLs, and energy suppliers to improve site readiness, including through the use of digital platforms such as Help-the-Move. To support resolution, the Council is actively reporting long-term void properties caused by energy supplier issues directly to the Scottish Government for onward escalation with suppliers. Average void turnaround: 30.66 days Rent loss due to property being empty: 0.74%" A2.13 Investigate the feasibility of reviewing housing offers to a single option - Review complete 2025 Housing Ops Single offer approach approved and implemented on 1st June 2025. Staff briefing sessions held with localities to support rollout. Action complete Page 88 of 224
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Homelessness Action Plan 2025-2028 Key Priority 3 - Support: Improve support for households who are homeless or at risk of becoming homeless Key Indicators Baseline Target Timescale Frequency 2024/25 Position Trend Direction K3.1 Percentage of homeless households receiving housing support (housing locality teams and commissioned services) 21.8% (2023/24 – support provided under the HS Regs as a % of all assessed as unintentionally homeless) Increase 2025-2028 Annual 22.4% ↑ K3.2 Percentage of homeless household’s case closed due to non-engagement 671 (as at 2023/24 includes lost contact and no response to offer of support) Reduce 2025-2028 Annual Data subject to further analysis K3.3 Number of people accessing housing options advice Baseline TBC Increase 2025-2028 Annual 19,407 (up from 15,908 in 2023-24) ↑ K3.4 Percentage of former homeless households provided with a Scottish Secure Tenancy that maintain their home for more than 12 months 87.49% (2023/24) Increase 2025-2028 Annual 89.11% ↑ K3.5 Number of Homes First clients supported 54 Increase 2025-2028 Annual 73 ↑ Homelessness Prevention Actions Baseline Target / Milestone Timescale Lead Partners Progress 2025 Action Status A3.1 Review and re-design commissioned housing support services to improve the provision of flexible strength-based support to aid tenancy sustainment and prevent homelessness Review underway Complete review 2025-2028 BDS Strategy Team/ Housing Ops / Commissioned Services Commissioned Housing Support Review and Procurement completed. New Commissioned contracts commenced 1.8.2025. Action complete Page 89 of 224
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A3.2 Continue to deliver the Homes First Service and scale up where feasible 54 people supported through Homes First Increase 2025-2028 Housing Ops 73 clients supported. On track A3.3 Implement a new ‘in- house’ model of housing support, homelessness advice and assistance which promotes a single point of contact Revised housing locality structure developed New internal housing support service model implemented 2025-2027 Housing Ops Review of Internal housing support progressing. On track A3.4 Expand the provision of wi-fi to all temporary accommodation properties - Install Broadband in All temporary accommodation 2025-26 IT / Housing Ops Confirmation of the installation start date for broadband in temporary accommodation is TBC. IT and Housing Operations continue to liaise to finalise scheduling and delivery arrangements. On track A3.5 Monitor uptake/completion of the Housing Options Training Toolkit Baseline TBC Achieve an increased number of staff completing training. 2025-28 Housing Ops/ LOD /BDS Performance Team Staff briefing sessions held to promote the Housing Options Training Toolkit. Baseline uptake still to be confirmed. On track A3.6 Deliver training on housing and homelessness awareness to young people in schools and colleges linking with education partners to identify optimum approaches - Training delivered 2025-28 Housing Ops/BDS (Strategy, Performance, Tenant Participation) Options being explored and will be progressed in Yr 2. Not yet started A3.7 Develop Trauma- Informed Reception Hubs Across NLC Managed Accommodation - Hubs created 2025-2028 Housing Ops / BDS Strategy In progress On track A3.8 Carry out a housing self- assessment of trauma informed practice to identify the current position and areas for improvement. - Self - assessment complete 2025 BDS Strategy/Housing Ops Training needs assessment completed. Trauma-informed practice training is ongoing, with in-person skilled level sessions being delivered to appropriate housing staff. Action complete Page 90 of 224
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A3.9 Deliver trauma training to the wider housing workforce appropriate to specific roles identified in the training needs analysis 2024 - 161 housing staff have completed the informed level training, 30 Staff completed skilled level in-person training Training delivered 2025-2028 BDS Strategy Team/LOD 2024-25 -Training progressing well with further 70 housing staff have completed the informed level training, and 75 Staff completed skilled level in-person training to date. On track A3.10 Develop and implement a trauma service plan for housing Working group established Plan developed and implemented 2025-2028 BDS Strategy Team/Housing Ops /Property/ Progress is underway on the development of a housing trauma service plan, which will continue throughout the lifespan of the Homelessness Action Plan. The plan aims to embed trauma-informed principles across housing services and improve support for households affected by homelessness. On track LOD A3.11 Coordinate and facilitate a North Lanarkshire wider housing sector domestic abuse network linked to the Violence Against Women Partnership to aid learning and practice amongst wider social landlords RSL Forum established Forum progressed. 2025-2028 BDS Strategy Team /Housing Ops /RSLs /DA Agencies A bi-annual domestic abuse forum has been established, supporting shared learning and collaboration across the housing sector. The Domestic Abuse Digital Directory has been created to improve access to support and information. A review of the council’s domestic abuse housing policy is scheduled for Year 2 On track A3.12 Enhance employability services for disadvantaged households affected by homelessness, with a focus on tailored support and housing needs assessment. Align efforts with the “No One Left Behind” Employability Strategic Plan 2024-2027. Improved links between housing and employability services to improve job prospects and economic stability for homeless individuals and families 2025-2028 BDS / Housing Ops / Education & Families Initial links established between housing and employability services to support tailored interventions for homeless households. Alignment with No One Left Behind strategy underway. On track A3.13 Improve our understanding of the needs and requirements of LGBTQ+ service users. Carry out consultation with LGBTQ+ households to gain a better understanding of needs and requirements Consultation complete 2025 BDS Strategy Team Limited interest from external organisations in carrying out research, plans to revisit and undertake in-house in 2026. Slightly behind Page 91 of 224
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A3.14 Explore alternative options to allow clients to interact with housing support services, providing information FAQs in relation to housing, benefits, repairs, and support services. Launch an app/webpage and monitor interaction/feedback. Develop a tech solution for Housing Support. 2025-2027 IT/ BDS Strategy Team Not yet started Not yet started A3.15 Investigate the feasibility of developing a new model of supported transitional accommodation for Care Experienced Young People Options paper Options explored 2025-2027 BDS Strategy Team/Housing Ops /H&SCP Not yet started Not yet started A3.16 Explore creation of H&SC Homelessness link workers to improve pathways to support. - Creation of link workers explored 2025-2028 Housing Op / H&SCP Initial scoping discussions have taken place between Housing Operations and Health & Social Care Partnership colleagues to explore the feasibility of creating dedicated homelessness link worker roles. This work will continue into Year 2, with a focus on identifying priority pathways and resource requirements to strengthen multi-agency support for households with complex needs. On track Page 92 of 224
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Homelessness Action Plan 2025-2028 Key Priority 4 – Prevention: Preventing homelessness through early intervention, education and other support services Key Indicators Baseline Target Timescale Frequency 2024/25 Position Trend Direction K4.1 Number of Care Experienced Young People supported via training and reception flats 9 young people accessed the flats over 2023/24 Increase 2025-2028 Annual 34 Total - Training Flat: 25 & Reception Flat: 9 ↑ K4.2 Number of Care Experienced Young People homeless presentations Baseline TBC Reduce 2025-2028 Annual 60 - increase from 41 in 2023-24 ↑ Homelessness Prevention Actions Baseline Target / Milestone Timescale Lead Partners Progress 2025 Action Status A4.1 Continue to provide income maximisation services through dedicated housing income maximisation officers and linking with the council’s Tackling Poverty Team £15 million generated in 2022/23 Increase 2025-28 Housing Ops £20.073 million in additional benefits was generated for tenants through the Income Maximisation Service. On track A4.2 Monitor the uptake of the Universal Credit Assistance Fund moving from a loan to a grant and outcomes to evidence future need £873,518.70 UCAF in 2023/24 Monitoring process established 2025-28 Housing Ops 2024/25 fig not available yet. On track A4.3 Increase the number of reception flats for Care Experienced Young People. 3 5 2025-28 Housing Ops / SW Total of 4 flats for CEYP. Work ongoing to source additional properties meet target. On track A4.4 Explore with Health and Social Care future opportunities to collaboratively meet the needs of homeless households with complex and/or multiple needs to provide a longer-term sustainable support operating model - Future sustainable operating model developed 2025-28 Housing Ops/ BDS /H&SCP Work ongoing as part of HAP and wider working groups. On track Page 93 of 224
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A4.5 Implement a system of follow up wellbeing and tenancy sustainment ‘check-ins’ over and above existing resettlement visits for specific identified groups (young people and people with an identified support need) - Check-in system implemented 2025-2028 Housing Ops Will be progressed as part of the internal housing support review. Not yet started A4.6 Explore potential to increase the outreach of housing advice and support through the delivery of housing surgeries in key community locations. - Housing surgeries delivered. 2025-26 Housing Ops Discussions are ongoing with relevant partners to identify which services are best delivered through Hub settings. Some services are currently located within Education facilities, which may not always be suitable for the needs of service users. On track A4.7 Establish housing links to courts at point of remand and for prison release and consider creation of housing/prison link worker. - Links established/creation of post considered 2025 BDS / Housing Ops / Justice Services / H & SCP A draft job description has been created, which will be subject to job evaluation then approval at Workforce Steering Group On track A4.8 Refresh and implement the Health and Homelessness Action Plan Initial Health and Homelessness Plan created Plan revised and implemented 2025-2028 H & SCP The reinstated Health & Homelessness Steering Group have identified priority areas & 3 working groups have been set up to take this forward. The action plan once developed will reflect the priority areas as well the actions required for the implementation of the "Ask & act" duties. On track A4.9 Improve quality, consistency, and access to information, advice, and signposting in relation to prevention across services and partner organisations. Carry out review of information, advice and signposting available on websites, in offices, in other formats, in relation to prevention Achieve enhanced availability and reliability of information and advice, ensuring consistent and effective prevention efforts across all partner organisations 2025-2026 BDS – Strategy Team A review of prevention-related information across websites, offices, and formats is underway to improve consistency and accessibility across partner services. On track Page 94 of 224
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref SL/BL Date 05/11/25 Empty Homes Strategy 2026-2029 From Stephen Llewellyn, Chief Officer (Housing) E-mail llewellyns@northlan.gov.uk Telephone 07939280680 Executive Summary This report sets out the wide-ranging benefits of tackling empty homes, from improving community safety, local environments and health and wellbeing, to stimulating the local economy and fundamentally increasing the supply of available homes to meet housing need in North Lanarkshire. It sets out the national policy context, in which tackling empty homes is viewed as a crucial lever in tackling Scotland’s housing emergency, and outlines the rationale for developing a coordinated approach to tackling empty homes in North Lanarkshire, seeking approval on a new Empty Homes Strategy. Recommendations It is recommended that the Housing Committee: (1) Acknowledge the current housing pressures and recognise the key role that tackling empty homes can make to responding to the national housing emergency and to meeting housing need in North Lanarkshire, alongside several other intrinsically connected environmental, social and economic benefits. (2) Approve the new Empty Homes Strategy (2026-2029) as a vehicle to coordinate and deliver targeted activity. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement All ambition statements Programme of Work Resilient People Item 7 Page 95 of 224
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2 1. Background 1.1 The Scottish Government’s Housing to 2040 provides an ambitious vision for Scotland of what housing should look like over the next two decades and a plan of how this should be achieved. Housing 2024 sets out action to tackle the blight of empty homes by bringing them into use and, where possible, into the social rented sector and deliver on the following priorities: • More homes are at the heart of great places • Affordability and choice • Affordable warmth and zero emissions homes • Improving the quality of all homes 1.2 There are eleven national outcomes outlined by the Scottish Government with several of these relating to empty homes through local authority contributions on delivery. By proactively tackling empty homes and bringing them back into use in the social rented sector, the Council and partners can contribute to the delivery of several of these outcomes: • Communities: Tackling empty homes improves community safety, encouraging greater levels of resident occupation to reduce security risks and enhance neighbourhood quality. • Fair Work and Business: Empty homes activity can contribute to job creation, spend on materials and resources, learning and development of a skilled workforce and increasing the number of households accessing services and amenities. • Economy: Assisting and enabling empty homeowners to bring their properties back into use provides greater housing choice, improves the aesthetic appearance of communities, and can contribute to making communities more robust and resilient. • Environment: Empty homes can contribute to increasing housing choice and supply whilst reducing impact on consumption and production. Bringing empty homes back into use safeguards properties at risk by allowing works to be carried out not only for that property but others where there are communal repairs. Properties are protected providing a better environment for those who wish to live in communities in the future. • Poverty and Health: People living in areas with high levels of long-term empty homes may be more prone to depression due to the decline of their neighbourhood. Bringing empty homes back to use can help people to rediscover a sense of place and remove the negative stresses and risks to physical health that people living next door to an empty home may face. 1.3 In May 2024 the Scottish Government declared a national housing emergency due to rising homelessness, a shortage of affordable housing, and increasing pressure on local authorities. Following the declaration, homelessness statistics worsened. By September 2024, over 10,000 children were living in temporary accommodation, breaches of the Unsuitable Accommodation Order had reached record levels, and there was an exponential increase in cases where local authorities couldn’t offer temporary accommodation. Meanwhile, completions under the Affordable Housing Supply Programme reached their lowest level since 2011/12 (excluding the pandemic) Page 96 of 224
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3 and private completions dropped to their lowest since 2017/18. By early 2025, 13 of Scotland’s 32 local authorities had declared a housing emergency. 1.4 In September 2025 the Scottish Government published a Housing Emergency Action Plan to tackle the housing crisis, setting out new, enhanced and accelerated actions. These actions are grouped into three thematic areas: ending children living in unsuitable accommodation; supporting the housing needs of vulnerable communities and maximising investment in Scotland’s housing sector. Tackling empty homes is highlighted as a key priority in the latter, recognising the important role empty homes play in increasing the supply of affordable homes. 1.5 In 2025 the Scottish Government allocated £2 million through the Scottish Empty Homes Partnership to support local authorities in reducing the number of privately owned long-term empty homes. The Council was recently successful in securing funding from this allocation for the purpose of recruiting an additional Empty Homes Officer, which will increase the capacity to bring back empty homes across North Lanarkshire. 1.6 To further understand the extent and nature of empty homes in North Lanarkshire, and to coordinate and target action, accordingly, recognising the benefits this will bring in tackling the country’s housing emergency, an Empty Homes Strategy has been developed. The strategy outlines our approach and actions on bringing empty private homes back into use for housing in North Lanarkshire over the three-year period 2026 to 2029. 2. Report 2.1 National evidence shows that there were 2,634 properties that had been empty for 6 months or more as at September 2024 in North Lanarkshire1. This represents 1.6% of all housing stock and is on par with the Scottish rate of homes that have been empty for 6 months or longer. Long-term empty homes (12 months or more) represent 1.3% of all housing stock in North Lanarkshire. This is marginally higher than the Scottish rate of 1.16% and is in the main attributed to North Lanarkshire’s long term re- provisioning programme. 2.2 It is anticipated that North Lanarkshire’s empty homes figures for 2025 will show a considerable fall in the number of long-term empty homes due to reprovisioning properties being deleted by the Assessor, which means these properties will not be included in the Scottish Government’s 2025 publication of empty homes and in future reports. 2.3 The Empty Homes Strategy 2026-2029 sets out the strategic approach on how empty private homes in North Lanarkshire will be brought back into use for housing. The strategy: • Takes cognisance of key national and local strategic priorities including our Local Housing Strategy, and relevant legislation with statutory requirements pertaining to Council Tax and Second Homes • Outlines the aims and actions that we intend to deliver on for the period 2026-2029 • Provides an evidence base on empty homes in North Lanarkshire using national and local evidence 1 Includes reprovisioning council properties which are planned for demolition Page 97 of 224
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4 • Sets out the resources required to support investment in empty homes • Aims to engage with a range of stakeholders through the duration of this strategy as well as through the overarching Local Housing Strategy 2.4 It is intended that in implementing the strategy, we will contribute to the following key benefits associated with tackling empty homes: • Increased supply of affordable homes to meet housing need, reduce homelessness and improve the range of housing options available • Neighbourhood, community, and environmental improvements • Improved community safety - reduced vandalism and anti-social behaviour • Enhanced tenant and resident satisfaction and population retention • Enables housing-led regeneration, place making and can play a key role in town centre regeneration • Improved house condition across tenures • Enables common works to be undertaken and helps address issues in mixed tenure developments relating to disrepair • Support for homeowners through access to a range of advice and services • Contributes to population health and wellbeing • Makes best use of assets supporting environmental and climate change objectives • Catalyst for economic activity and boosting the local economy 2.5 The strategy structures actions around four key objectives: Objective 1: Maintain, develop, gather, and analyse data relating to empty homes across North Lanarkshire Objective 2: Maximise bringing empty homes back into use Objective 3: Address empty homes in a state of disrepair Objective 4: Raise awareness around empty homes 2.6 There are five key actions with associated milestones to deliver on the objectives: • Monitor trends to identify challenges and progress solutions • Increase the number of empty homes brought into use • Work with private landlords to improve management and quality standards in the private rented sector • Promote communications approach offering advice and assistance on empty homes • Joint working with internal and external services to bring empty homes back into use 2.7 The Empty Homes Strategy has been informed by the Strategic Empty Homes Framework guidance and by engagement with the Empty Homes Partnership and relevant partner services. Consideration will be given to further ways to engage with stakeholders throughout the duration of the strategy, to ensure the strategy actions remain relevant. 2.8 Empty Homes are monitored by the Scottish Empty Homes Partnership through the completion of annual returns. An update on the progress made towards the specific actions contained in the Empty Homes Strategy will be presented to Housing Committee annually. Page 98 of 224
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5 3. Measures of success 3.1 Implementation of the new Empty Homes Strategy 2026-2029. 4. Supporting documentation 4.1 Appendix: Empty Homes Strategy 2026-2029 Stephen Llewellyn Chief Officer (Housing) Page 99 of 224
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6 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 initial Equality Impact Assessment for the Empty Homes Strategy 2026-2029 has been carried out and is under review prior to publication on the council website. It identified several positive impacts across a range of protected characteristics, mainly derived from increasing the supply of affordable homes. 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? The creation and advertisement of a full-time Empty Homes Officer has been discussed and agreed with people Resources. 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 100 of 224
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7 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? This report does not impact on any environmental or carbon matters. However, through making best use of assets supporting environmental and climate change objectives. 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 101 of 224
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8 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). There may be potential impacts as tackling empty homes increases the supply of affordable homes, which in turn has a direct impact on children and families, particularly children and families in housing need. A CRWIA is being undertaken to fully explore any potential impacts. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 102 of 224
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9 Empty Homes Strategy 2026-2029 Page 103 of 224
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1 Foreword It is with great pleasure that I introduce our first Empty Homes Strategy 2026-2029 in North Lanarkshire. This three-year strategy is aligned with our vision in The Plan and the Local Housing Strategy 2021-2026 through the provision of high-quality housing in vibrant, attractive and sustainable communities. The Empty Homes Strategy outlines how North Lanarkshire intends to return empty private homes back into use for housing, supporting the priorities in our Local Housing Strategy. North Lanarkshire Council is committed to tackling empty homes to address housing need through increasing choice and the supply of affordable homes as well as aesthetically improving our communities and the condition of homes across tenures. We want to successfully bring back private empty homes in to use for our residents to benefit from living in high-quality and affordable homes that meets their housing need. Thank you for your participation and support in our Empty Homes Strategy to make living in North Lanarkshire a better place. Councillor Michael McPake, Convener of Housing Page 104 of 224
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2 Contents 1. Introduction 3 2. Strategic Context 4 3. North Lanarkshire’s Approach to Empty Homes 8 4. Legislative Context 10 5. Defining Empty Homes 11 6. Key Evidence 12 7. How Empty Homes are Brought Back into Use 24 8. Issues and Challenges 26 9. Resources 27 10. Engagement 27 11. Monitoring Progress and Actions 27 12. Appendix – Summary of Council Tax Discounts and Exemptions 32 Page 105 of 224
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3 1. Introduction Aims of Empty Homes Strategy The purpose of the Empty Homes Strategy is to outline how North Lanarkshire intends to return empty private homes back into use for housing, supporting the delivery of the Local Housing Strategy priorities. The main benefits of tackling empty homes include: • Increased supply of affordable homes to meet housing need, reduce homelessness and improve the range of housing options available • Neighbourhood, community and environmental improvements • Improved community safety - reduced vandalism and anti-social behaviour • Enhanced tenant and resident satisfaction and population retention • Enables housing-led regeneration, place making and can play a key role in town centre regeneration • Improved house condition across tenures • Enables common works to be undertaken and helps address issues in mixed tenure developments relating to disrepair • Support for homeowners through access to a range of advice and services • Contributes to population health and wellbeing • Makes best use of assets supporting environmental and climate change objectives • Catalyst for economic activity and boosting the local economy The objectives of the Empty Homes Strategy are: Objective 1: Maintain, develop, gather and analyse data relating to empty homes across North Lanarkshire Objective 2: Maximise bringing empty homes back into use Objective 3: Address empty homes in a state of disrepair Objective 4: Raise awareness around empty Homes Page 106 of 224
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4 2. Strategic Context Housing 2040 The Scottish Government’s Housing to 20402 has an ambitious vision of what housing should look like over the next two decades and a plan of how this should be achieved. The Scottish Government through Housing 2040 will take action in the housing market by ‘tackling the blight of empty homes by bringing them into use and, where possible, into the social rented sector’. Bringing empty homes back into use will help deliver the following priorities of Housing to 2040: National Planning Framework 4 (NPF4) The National Planning Framework 4 known as NPF4 outlines in Policy 9 ‘Quality Homes’ to encourage the promotion and delivery of homes across different tenures and by a range of providers. It also puts an emphasis on sustainability and opportunities for 2 Scottish Government, Housing to 2040 Housing 2040 Priorities More homes are at the heart of great places • Help to meet demand for affordable housing in areas of most need • Contribute to the regeneration and revitalising of town centres, villages and rural communities Affordability and choice • Contribute to Scottish Government’s ambitions of delivering 110,000 affordable homes over the next ten years • Ensuring as wide a range as possible of property types and tenures across Scotland Affordable warmth and zero emissions homes • Help drive down carbon emissions caused by housing and housing construction • Assist with reduced heating and operational carbon emissions through retrofitting for improved energy performance Improving the quality of all homes • Support renovation of empty homes and return them back to use • Improve quality of housing stock and aesthetic appearance within communities Page 107 of 224
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5 tackling climate change. NPF4 promotes the reuse of buildings such as empty homes through adopting the approach of building reuse. Repurposing vacant commercial office and retail premises is an opportunity to secure active uses in buildings that are no longer in demand for their original purpose and may be in danger of becoming obsolete. This also supports the climate agenda by using the embedded carbon within existing buildings. Furthermore, there is recognition and encouragement for a significant contribution to housing targets to be made by existing empty homes, or buildings not currently used for residential purposes. This provides an opportunity to consider and promote the effective use of bringing existing empty homes into residential use through remodelling and rehabilitation, which can be achieved through Local Housing Strategies and Local Development Plans. Scottish Government’s National Outcomes There are eleven national outcomes3 outlined by the Scottish Government with several of these relating to empty homes through local authority contributions on delivery. By proactively tackling empty homes and bringing them back into use in the social rented sector, the Council and partners can contribute to the delivery of several of these outcomes covering Communities; Fair Work and Business; Economy; Environment; Poverty and Health as shown below. National Outcomes Empty Homes Contribution Economy: We have a globally competitive, entrepreneurial, inclusive and sustainable economy Assisting and enabling empty homeowners to bring their properties back into use, provides greater housing choice, improves the aesthetic appearance of communities, and can contribute to making communities more robust and resilient through investment, job creation and greater local spend Fair Work and Business: We have thriving and innovative businesses, with quality jobs and fair work for everyone Empty homes can contribute to fair work and local business agendas through job creation, spend on materials and resources, learning and development of a skilled workforce and increasing the number of households accessing services, amenities. Communities: We live in communities that are inclusive, empowered, resilient and safe Tackling empty homes improves community safety, encouraging greater levels of resident occupation to reduce security risks and enhance neighbourhood quality. Poverty: We tackle poverty by sharing opportunities, wealth and power more equally Empty homes that are brought back into use can contribute to increasing the supply of affordable housing and therefore assist in tackling the poverty agenda. 3 National Performance Framework - gov.scot Page 108 of 224
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6 Environment: We value, enjoy, protect and enhance our environment Refurbishment and retrofitting have significantly less impact on the environment and carbon emissions than newbuild housing activity. Empty homes can contribute to increasing housing choice and supply whilst reducing impact on consumption and production. Bringing empty homes back into use safeguards properties at risk by allowing works to be carried out not only for that property but others where there are communal repairs. Ensuring properties are protected and lived in increases housing supply and provides a better environment for those who wish to live in communities in the future. Health: We are healthy and active Psychologists have long known that people's surroundings can influence their moods and mental health. The mental and physical wellbeing of people who live in the same street as an empty home can be adversely affected as the condition of the house deteriorates and it becomes the focus of anti-social behaviour. People living in areas with high levels of long-term empty homes may be more prone to depression due to the decline of their neighbourhood. Bringing empty homes back to use can help people to rediscover a sense of place and remove the negative stresses and risks to physical health that people living next door to an empty home may face. The Scottish Empty Homes Partnership (SEHP) The Scottish Empty Homes Partnership (SEHP) was established in 2010 to encourage privately-owned long-term properties back into use. SEHP is funded by the Scottish Government and hosted by Shelter Scotland supporting a network of empty homes officers operating in local authorities across Scotland. The key objectives of SEHP are to support the Scottish Government in the implementation of Housing 2040; encourage local authorities to bring empty homes back into use; promote evidence-based benefits of bringing empty homes back into use as well as provide training and share best practice to support empty homes officers. SEHP published new guidance setting out how more than 42,000 long term empty homes in Scotland can be used to help to tackle Scotland’s housing emergency. Arneil Johnston were commissioned by SEHP to assist with developing a Strategic Empty Homes Framework, which sets out eight distinct steps including the legislative and policy context for empty homes work, through sourcing data and statistical evidence as well as establishing action plans to support delivery of a strategic approach to enabling as many empty homes as possible to be brought back into use. Tackling Scotland’s Housing Emergency: Housing Emergency Action Plan The Scottish Government declared a national housing emergency in May 2024. In September 2025, the Scottish Government’s4 Housing Emergency Action Plan was published which details the Government’s next set of actions to tackle homelessness, accelerate housing delivery and support vulnerable groups. The plan will deliver up to £4.9 billion of investment over the next four years recognising the vital role of delivering 4 Housing Emergency Action Plan Page 109 of 224
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7 more affordable homes in tackling the emergency, with a commitment to increase funding allocations to local authorities for acquisitions to help buy more properties to increase the supply of affordable homes. The plan sets out a commitment to ensure action is taken to make the best use of housing, which includes bringing empty homes back into use. The Plan for North Lanarkshire The Plan for North Lanarkshire sets the direction of travel for the council, partners, and our unique communities. The Plan has a vision where North Lanarkshire is the place to Live, Learn, Work, Invest, and Visit. Bringing empty properties back into use aligns with the vision of The Plan for North Lanarkshire: ‘To make North Lanarkshire the place to live, through the provision of high-quality housing and support in sustainable communities, that enables people to thrive and prosper’ Local Housing Strategy 2021-2026 The Local Housing Strategy (LHS) 2021-2026 provides the strategic direction for housing in North Lanarkshire. This will be replaced by a new interim LHS, covering 2026-2028, in spring 2026. The LHS sets out seven strategic housing priorities: 1. We increase the supply of high-quality sustainable homes across tenures 2. Our communities are vibrant, attractive and sustainable 3. We prevent and resolve homelessness effectively 4. We have a range of housing options and supports which promote independence, health and wellbeing 5. We will tackle climate change and fuel poverty 6. Our homes will be fit for the future 7. We contribute to improving the quality and accessibility of the private rented sector LHS Strategic Outcome 2: Our communities are vibrant, attractive, and sustainable, outlines the ways in which the council tackles empty homes in North Lanarkshire, including Council Tax from Second and Empty Homes as well our Empty Homes Officer working with the private sector and referring to the Empty Homes Purchase Scheme/Open Market Purchase Scheme. Other key housing strategies that align to the LHS and the Empty Homes Strategy are: • The Strategic Housing Investment Plan (SHIP) 2026/27-2030/31 To meet growing demand for social housing, the council has increased its new housing supply target to 6,000 homes by 2035 with an additional 1,000 homes Page 110 of 224
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8 added to the programme through a mix of new builds, off-the-shelf purchases, and acquisitions via the Open Market Purchase Scheme. In addition to increasing the supply of affordable housing, the Empty Homes Purchase Scheme/ Open Market Purchase Scheme also addresses issues associated with property repair and long-term empty homes, enables common works to progress in mixed tenure blocks and contributes to preventing homelessness through the purchase of properties from private landlords. • Homelessness Action Plan (HAP) 2025-2028 We have key actions in our Homelessness Action Plan 2025-2028 to increase the supply of affordable homes, flip temporary accommodation to permanent homes, and increase the proportion of council and RSL lets to homeless households to reduce homelessness and meet housing need. Bringing back more empty homes into use is a key action contained in the plan recognising the role empty homes plays in increasing the supply of homes to address homelessness. 3. North Lanarkshire’s Approach to Tackling Empty Homes Council tax increase of 100% on empty homes/Council Tax Levy Following the introduction of new legislation on the Council Tax (Variation for Unoccupied Dwellings) (Scotland) Regulations 2013, the council decided to increase Council Tax by 100% on homes (100% Levy) which is applied to properties that have been unoccupied for 12 months or more and are not being marketed for sale or let becoming effective from April 2014. The council raises over £400k per annum from this source. This funding is not ring-fenced for investment in housing; however, the council has agreed in principle that any additional revenue may be used for initiatives to tackle empty homes. Second Homes subject to a 100% levy Following a budget decision on 15 February 2024, second homes are no longer subject to a discount in North Lanarkshire (previously second homes were eligible for a discount of 10%). Instead, second homes are now subject to a 100% additional levy (essentially a 200% charge/doubling the Council Tax charge). This increase in charge does not apply to any water and sewerage costs applied by Scottish Water but billed and collected by the council. There are economic, social and wellbeing benefits to the local authority area in bringing second homes properties into future occupation and Page 111 of 224
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9 use.5 The council receives around £185k per annum from the reduction in discount for second and empty homes. This funding is ring fenced for investment in affordable housing and the council currently uses this revenue stream to help fund borrowing for the new build programme. Empty Homes/Open Market Purchase Scheme The council introduced the Empty Homes Purchase Scheme (EHPS) in 2013 to address issues of disrepair and mitigate the negative impact that vacant properties have on communities by bringing empty properties back into use. In 2018, the Open Market Purchase Scheme (OMPS) was established in addition to the EHPS. The EHPS/OMPS has proved to be a popular scheme, allowing the council to increase the supply of affordable housing to meet housing need whilst also addressing issues associated with property repair and long-term empty homes. Extension of Empty Purchase Scheme As part of the council’s approach to tackle empty homes, the Empty Homes Purchase Scheme was extended in 2021 to include the acquisition of homes that enable common works to progress in priority blocks. The programme was further expanded to consider the purchase of properties from private landlords, helping prevent homelessness and enabling private tenants to remain in their home as council tenants. The EHPS/OMPS has proved to be successful as an economic and effective way for the council to increase the supply of housing to meet housing need while helping tackle the issues caused by long-term empty properties. The scheme also assists with other priorities such as re-provisioning, transforming town centres and wider efforts to improve stock condition across tenures. Empty Homes in the Private Sector A dedicated Empty Homes Officer post was created in 2014, which contributes to the number of homes brought back into use in the private sector. The role actively involves locating empty homeowners and providing them with advice and assistance as well as accessing merchant discounts and VAT reductions to bring their properties back into use. 5 North Lanarkshire Council, Finance and Resources Committee of 28 February 2024 Page 112 of 224
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10 4. Legislative Framework Whilst there are currently no statutory requirements for local authorities in relation to bringing empty homes back in to use, the Scottish Government are keen to increase the affordable housing supply in Scotland to tackle shortages in the social rented sector. The following legislation is relevant to bringing empty homes back in to use: The Housing (Scotland) Act 2001 provides a statutory requirement on local authorities to prepare a Local Housing Strategy (LHS) to set the vision for the supply of housing across all tenures. The Housing (Scotland) Act 2001 and Housing (Scotland) Act 2014 makes provisions on local authorities’ duties to homeless people including a statutory responsibility to anyone threatened with, or experiencing, homelessness. The Housing (Scotland) Act 2006 provides a requirement of the Local Housing Strategy to have a strategy for improving the condition of houses or arranging the provision of assistance. The Housing (Scotland) Act 2010 enables local authorities to use Council Tax records to identify vacant residential properties and bring them back into use. Local Government Finance (Unoccupied properties etc.) (Scotland) Act 2012 allows local authorities to charge increased Council Tax on certain homes that have been empty over a year. The House Condition (Housing (Scotland) Act 2006, Section 10 creates duties to have in place a Below Tolerable Standard Strategy, Housing Renewal Area Policy, and Scheme of Assistance Strategy Section 44 of the Climate Change (Scotland) Act 2009 to tackle the effects of Climate Change. Fuel Poverty (Targets, Definition and Strategy) (Scotland) Act 2019 introduces a new statutory target for reducing fuel poverty. The target is that by 2040, as far as reasonably possible, no household, in any local authority area, in Scotland is in fuel poverty; and, in any event, no more than 5% of households, in any local authority area in Scotland are in fuel poverty. No more than 1% of households in Scotland should be in extreme fuel poverty. Page 113 of 224
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11 5. Defining Empty Homes Long term empty properties In Scotland, a long-term empty home is a property that has been empty for six months or more and is liable for council tax. However, while all long-term empty homes are vacant properties, not all vacant properties are long-term empty homes. The gap is made up of unoccupied exemptions. Unoccupied exemptions These are properties which are empty and exempt from paying council tax. There is no requirement for a property to have been empty for more than 6 months before it can be included in this category. Many of these properties may be transactional vacancies, empty and unfurnished properties that will be sold or let within six months. However, they may also include, amongst other things, homes where the owner is in long-term care, homes where the owner has died and their estate has not yet been settled and repossessed homes that have not yet been sold. Second homes Homes which are furnished and lived in for at least 25 days in a 12-month period but not as someone’s main residence. Reasons for Empty Homes There are a range of reasons for homes becoming empty, which can include, but are not limited to: • Inheritance and ownership difficulties • Owners do not want to become a private landlord • Repossessions • Major repairs and lack of resources • Difficulty engaging or location of owners • Owners living abroad Empty homes can have considerable financial impacts on owners in terms of lost rental income, mortgage payments, council tax, insurance, maintenance, and security. Community Perspective Empty homes can have a negative impact on regeneration of areas and places, prevent common works from taking place and lower the value of nearby properties. In addition, there is also the issue that empty properties are inactive within the housing market, do not contribute to economic regeneration and development, as well as not contributing to homelessness prevention or meeting housing need. Page 114 of 224
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12 6. Key Evidence Evidencing the Extent and Nature of Empty Homes An evidence base has been developed providing detail on the extent and nature of empty homes including the number and types of empty homes across North Lanarkshire using national and local data. The evidence base provides an understanding of the scale of empty properties alongside the challenges and issues experienced in bringing empty properties back in to use. The Scottish Government presents data based on September each year on empty properties, unoccupied exemptions and second homes sourced from council tax base returns collected annually from local authorities. Data relates to all stock of all tenures, including social housing, private rented housing, and owner-occupied homes. The Scottish Government’s September based data is published annually in December. The data which the Scottish Government collects from North Lanarkshire has included the reprovisioning properties (pending demolition) which is reported in the nationally published data on empty homes. The national evidence below presents the data over the period 2014 to 2024 including reprovisioning properties most notable since 2018, which in the main explains spikes in North Lanarkshire’s data. National Evidence Second homes According to the national published data, there were 64 second homes6 in North Lanarkshire in 20247 which has been decreasing over the past 10 years compared to when there were 80 second homes in 2014, albeit these are small numbers and almost one-quarter (23.8%) less than in 2019. There have been fluctuations with a decrease of 13.5% in 2024 compared to the previous year 2023; in Scotland there has been an increase of 6,273 (22.5%) over 10 years and a decrease of 2,708 (11.1%) in the past 5- years (2019-2024) with fluctuations and a decrease of 10.2% in 2024 (24,061 in 2023 to 21,606 in 2024). This could be related to the ability for local authorities to implement a 100% council tax premium (i.e. double council tax) on second homes that came into effect in April 2024. Between 2019 and 2023 the number of second homes remained broadly stable and then dropped in Scotland. 6 Second homes are defined as furnished and lived in for at least 25 days in a 12-month period but not as someone’s main residence. 7 At September 2024 Page 115 of 224
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13 Table 1: Second Homes 2014-2024 Second Homes, according to council tax data 2014-2024 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 North Lanarkshire 80 89 75 80 83 84 78 80 79 74 64 Scotland 27,879 27,317 26,140 25,660 24,907 24,314 24,466 23,890 24,287 24,061 21,606 Source: Housing statistics: Second homes and empty properties - gov.scot Empty Properties for 6 months or more The national evidence shows that empty properties have been increasing in North Lanarkshire over the past 10 years with 2,6348 properties that had been empty for 6 months or more in 20249 compared to 647 in 2014 and 1,885 in 2023 as can be seen in Chart 1. These increases can be in the main attributed to the recording of properties pending demolition as empty properties, which explains peaks in 2018 and 2024 in North Lanarkshire. Nationally, the picture across Scotland is an increasing trend on empty properties of 6 months or more over the period 2014-2024.10 However, there was an increase in the number of empty properties in 2020 in Scotland, which was likely to be a direct impact of the COVID-19 pandemic. The pandemic directly affected both the property rental and sales markets, with the movement restrictions in place also having a range of other impacts. The number of empty properties (6 months+) decreased after 2020. The national figures show that empty homes of 6 months or more in North Lanarkshire (including reprovisioning) represents 1.6% of all stock in 2024, which is the same as Scotland at 1.6%. Based on the national figures including North Lanarkshire’s reprovisioning properties, empty homes (6 months or more) rate per 10,000 dwellings is 164.1 in North Lanarkshire, compared to Scotland at 160.0, however, well below the highest rates of Na h-Eileanan Siar of 478.2 and Aberdeen of 465.8. 8 The spikes in empty homes in 2018 and 2024 in North Lanarkshire are in the main explained by the recording of reprovisioning properties in the Council Tax data on empty homes, which effects comparison with the previous year’s figures. Therefore, when looking at trends over time the figures for each of the categories should be interpreted with some caution as increases or decreases can be due to recording practices in local authorities rather than real changes in the numbers. 9 At September 2024 10 In September 2024, the guidance for empty properties data collection was strengthened to ensure that councils excluded properties empty less than 6 months from their data return (in CTAXBASE 8b). It was discovered that prior to 2024 some councils had included properties furnished and unoccupied for a shorter period in their data return to the Scottish Government. Empty homes (properties empty for more than 6 months) will therefore be overstated in such instances; however, we are not able to quantify the impact of their inclusion on published statistics before 2024. Page 116 of 224
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14 Chart 1: Empty Homes 6 months + (6 months or more) in North Lanarkshire and Scotland 2014-2024 (at September) Source: Housing statistics: Second homes and empty properties - gov.scot Long term empty properties According to national published data which includes reprovisioning properties (pending demolition) as explained above, long term empty properties have been increasing in North Lanarkshire over the past 10 years; 2,121 properties have been empty for 12 months or more in 202411 compared to 492 in 2014 and 1,090 in 2023, as can be seen in Chart 2. Given reprovisioning properties have been included in the national published data which is in the main the most likely explanation for the higher figures in 2018 and 2024, then there were most likely real increases each year in empty properties from 2014-2017, however, since 2018 up until 2024, we are not able to quantify the impact of the inclusion of the reprovisioning on published statistics. 12 According to the published national data, long term empty homes (12 months or more) are 1.3% of overall housing stock in North Lanarkshire in 2024 (total dwelling estimate is 160,560), which is slightly above Scotland at 1.16%. The inclusion of reprovisioning properties in the main explains the increase in 2024 in North Lanarkshire. 11 At September 2024 12 As explained above, the recording of properties (pending demolition) in the Council tax national data in the main explains the spike in empty homes between 2018 and 2024 in North Lanarkshire, which effects comparison with the previous years’ figures and trend analysis. In addition, policy changes can impact on the number of long-term empty properties and second homes. In April 2013 local authorities gained discretionary power to remove the council tax discount associated with long term empty properties or to set a council tax increase of up to 100% on certain properties which have been empty for 12 months or more. Prior to April 2017, second homes were entitled to a council tax discount of between 10% and 50%, and as of April 2017, local authorities were also given the option to remove the council tax discount on second homes. 647 902 929 979 1,545 1,637 1,791 1,723 1,846 1,885 2,634 31,884 36,419 35,725 37,135 39,110 40,963 47,333 43,766 44,601 46,217 43,538 0 10000 20000 30000 40000 50000 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Empty homes 6 months+ in North Lanarkshire Empty homes 6 months+ in Scotland Page 117 of 224
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15 North Lanarkshire has a higher rate of long-term empty homes (12 months or more) in the national published data at September 2024 - 132.1 compared to the rate in Scotland at 116.1, which in the main will be attributed to reprovisioning. The highest rates of long-term empty homes in Scotland were in Na h-Eileanan Siar at 435.8, Shetland Islands at 374.9, and Highland’s rate is 296.2. According to the national data, North Lanarkshire’s proportion of Scotland’s long term empty homes (12 months or more) was 6.7% in 2024. The inclusion of reprovisioning properties in the main explains the increases in the number of long-term empty homes in North Lanarkshire. The highest proportion reported was in Highland at 12% and East Renfrewshire reported no long-term empty properties. Chart 2: Empty homes 12 months+ in North Lanarkshire and Scotland 2014-2024 (at September) Source: Housing statistics: Second homes and empty properties - gov.scot Unoccupied exemptions There were 2,327 unoccupied exemptions in North Lanarkshire in 2024 which is 1.4% of all stock: 47,779 unoccupied exemptions in Scotland in 2024 – 1.8% of all stock. Local Evidence The local evidence on empty homes refers to empty homes across all tenures that are known to North Lanarkshire Council at the 31st March 2025. The local data below does not include reprovisioning properties (pending demolition) and therefore, does not correspond with the national data as at September 2024. The local evidence reflects actual real empty properties that can be potentially brought back in to use for housing. Due to a number of properties subject to demolition being deleted by the Assessor, the 492 535 442 591 1,012 1,028 1,043 1,032 1,072 1,090 2,121 16,527 17,163 20,784 23,358 24,471 27,146 30,551 27,854 27,692 28,280 31,596 - 5,000 10,000 15,000 20,000 25,000 30,000 35,000 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Long term empty homes 12 months+ in North Lanarkshire Long term empty homes 12 months+ in Scotland Page 118 of 224
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16 national data will change for 2025 to show a substantial drop in empty homes in North Lanarkshire as a result of the removal of reprovisioning properties. Empty Homes as Percentage of Council Tax Properties When looking at long-term empty homes by Local Housing Market Area (LHMA) as a percentage of council tax registered properties, Shotts, Kilsyth, Airdrie, Coatbridge and Cumbernauld have the highest proportions, above the average for North Lanarkshire. Airdrie, Coatbridge, Cumbernauld, Wishaw and Motherwell have the highest percentage share of empty homes. Empty homes of 12 months or more accounts for 0.75% of all North Lanarkshire’s Council Tax registered properties. Table 2: Long Term Empty Homes as % of Council Tax Properties and % of Total Empty Homes LHMA CT Registered Properties Empty Homes % of CT Properties % of Total Empty Homes Airdrie 26,315 224 0.85% 18.5% Bellshill 14,971 108 0.72% 8.9% Coatbridge 23,687 184 0.78% 15.2% Cumbernauld 23,987 182 0.76% 15.1% Kilsyth 6,242 54 0.87% 4.5% Moodiesburn 11,069 64 0.58% 5.3% Motherwell 21,438 143 0.67% 11.8% Shotts 6,237 55 0.88% 4.5% Viewpark 6,855 40 0.58% 3.3% Wishaw 21,013 155 0.74% 12.8% Total 161,814 1,209 0.75% 100.0% Source: Council Tax Register and North Lanarkshire Council Empty Properties Data Spreadsheets at 31/03/25 Long-term Empty Homes by Council Tax Band There are 64.9% of North Lanarkshire’s long-term empty properties (12 months or more) in Council Tax Band A and B (34.7% in Council Tax Band A and 30.2% in Council Tax Band B). There are 78% (142) of Cumbernauld’s long-term empty properties in Council Tax Band A and B, 75.9% (41) in Kilsyth, 75% (81) in Bellshill and 71.3% (102) in Motherwell. In contrast, Moodiesburn has 76.6% (49) in Council Tax Bands C to G compared to the lowest proportions of 22% in Cumbernauld.13 13 Council Tax data held on a spreadsheet is based at 31/3/25 which excludes re-provisioning properties, whereas the above Scottish Government national statistics is based at September 2024. In addition, the national data on CTAXBASE may not correspond with the data on the Council Tax Spreadsheet as this is live data with properties coming on and off. Page 119 of 224
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17 Table 3: Empty Properties 12 months or more by Council Tax Band Empty Properties 12 months or more by Council Tax Band LHMA A B C D E F G H Total CT Charge 2024/25 £880.52 £1,027.27 £1,174.03 £1,320.78 £1,735.36 £2,146.27 £2,586.53 £3,235.91 Airdrie 78 60 33 17 27 5 4 - 224 Bellshill 59 22 13 5 7 2 - - 108 Coatbridge 27 83 37 14 14 7 2 - 184 Cumbernauld 55 87 11 7 15 6 1 - 182 Kilsyth 25 16 - 3 7 3 - - 54 Moodiesburn 2 13 14 17 12 5 1 - 64 Motherwell 62 40 13 8 12 4 4 - 143 Shotts 28 10 6 4 5 1 - 1 55 Viewpark 19 4 7 6 4 - - - 40 Wishaw 65 30 21 17 12 5 4 1 155 Total 420 365 155 98 115 38 16 2 1,209 % empty 12 months + 34.7% 30.2% 12.8% 8.1% 9.5% 3.1% 1.3% 0.2% 100% Source: North Lanarkshire Council Empty Properties Data on Council Tax Register Spreadsheet at 31/03/25 Empty Properties 12 months or more by Type of Discount There are 72.3% (873) of long-term empty homes (12 months or more) that are subject to empty property Levy 100%, 13.6% (164) are receiving no discount and 4.2% (51) are Levy for second homes as can be seen in Table 4. Table 4: Long-term Empty Homes on Council Tax Register by Type of Discount Empty Homes 12 months or more by Type of Discount LHMA Empty Property Discount Empty Property Levy 100% Levy Extension 10% Discount Levy for 2nd Homes New Owner - Levy Extension No Discount Under Repair – Follow Empty Period Tied Accomm Total Airdrie 3 167 3 8 9 27 6 1 224 Bellshill 1 85 1 2 2 14 3 - 108 Coatbridge 2 135 8 12 4 20 3 - 184 Cumbernauld 6 140 3 5 2 22 4 - 182 Kilsyth - 39 1 4 1 6 2 - 53 Moodiesburn 2 35 - 6 3 15 3 - 64 Motherwell 4 98 3 3 6 25 3 1 143 Shotts 1 41 2 2 2 4 2 1 55 Viewpark 1 24 3 1 2 9 - - 40 Page 120 of 224
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18 Wishaw 2 109 2 8 8 22 3 1 155 Total 22 873 26 51 39 164 29 4 1,208 % of empty homes 12 months+ 1.8% 72.3% 2.2% 4.2% 3.2% 13.6% 2.4% 0.3% 100.0% Source: North Lanarkshire Council Empty Properties Data on Council Tax Register Spreadsheet at 31/03/25 Empty Homes on the Council Tax Register by Exemption Reason Excluding properties (1,045) with no exemption, there are 164 empty properties of 12 months or more with an exemption reason and of these, 56.1% (92) are exempt due to deceased former owner (deceased and deceased grant of confirmation) and 20.1% (33) are due to the occupant providing/receiving care. Empty Homes on the Council Tax Register by Length of Time Empty Table 5 below uses the Scottish Government’s definition of homes empty for ‘6 months or more’ and ’12 months or more’ with long-term reserved for 12 months or more empty. The figures are based on empty homes information on North Lanarkshire’s Council Tax Register at the 31st March 2025. There are 1,879 empty homes that have been empty for 6 months or more, which excludes 63 properties with date empty unknown. There are 1,209 empty properties of 12 months or more empty, 390 empty properties that are empty for 2-5 years and 334 empty properties that are empty for more than 5 years. Table 5: Empty Homes in North Lanarkshire by Length of Time Empty Length of Time Empty No. of Empty Homes % 6 months & <12 months 670 35% ≥1-2 years 485 25% >2-5 years 390 20% >5-10 years 200 10% >10 years 134 7% Unknown 63 3% Total 1,942 100% <6 months 1,640 46% Source: Council Tax Empty Homes Data March 2025 Table 6 provides further detail on the length of time properties have been empty in North Lanarkshire by LHMA. In Shotts, there are 23 properties empty for more than 5 years which is 41.8% of empty homes of 12 months or more in this area: 58 in Coatbridge representing 31.5% of long- term empty homes in this area, 57 in Cumbernauld at 31.3% and 65 in Airdrie at 29%. Page 121 of 224
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19 Airdrie, Coatbridge and Cumbernauld have largest share of North Lanarkshire’s properties empty more than 5 years. Table 6: Length of Time Empty by LHMA LHMA Length of Time Empty 6 months & <12 months ≥1-2 years >2-5 years >5-10 years >10 years Unknown Total Airdrie 129 85 74 42 23 10 363 Bellshill 50 51 31 12 14 8 166 Coatbridge 90 73 53 35 23 9 283 Cumbernauld 107 65 60 42 15 7 296 Kilsyth 20 23 22 7 2 1 75 Moodiesburn 49 27 26 9 2 6 119 Motherwell 85 60 52 15 16 7 235 Shotts 34 22 10 9 14 - 89 Viewpark 23 14 16 6 4 3 66 Wishaw 83 65 46 23 21 12 250 North Lanarkshire 670 485 390 200 134 63 1,942 Source: North Lanarkshire Council Empty Properties Data on Council Tax Register Spreadsheet at 31/03/25 As can be seen in Table 7, Airdrie (18.5%), Coatbridge (15.2%), Cumbernauld (15.1%), Wishaw (12.8%) and Motherwell (11.8%) have the highest share of long-term empty homes (12 months or more) in North Lanarkshire. Table 7: Empty Homes by LHMA as Proportion of 6 months+ and 12 months+ Empty LHMA Empty ≥6 months % of empty ≥ 6 months in NL Empty ≥ 12 months % of empty ≥ 12 months in NL Airdrie 353 18.8% 224 18.5% Bellshill 158 8.4% 108 8.9% Coatbridge 274 14.6% 184 15.2% Cumbernauld 289 15.4% 182 15.1% Kilsyth 74 3.9% 54 4.5% Moodiesburn 113 6.0% 64 5.3% Motherwell 228 12.1% 143 11.8% Shotts 89 4.7% 55 4.5% Viewpark 63 3.4% 40 3.3% Wishaw 238 12.7% 155 12.8% North Lanarkshire 1,879 100% 1,209 100% Source: North Lanarkshire Council Empty Properties Data on Council Tax Register Spreadsheet at 31/03/25 Page 122 of 224
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20 As can be seen in Table 8, Airdrie, Coatbridge, Kilsyth, Wishaw, Cumbernauld and Shotts have the highest levels of long-term empty homes (12 months or more) as a proportion of stock in each LHMA, above 0.7% for North Lanarkshire. Table 8: Empty Homes as Proportion of Stock by LHMA LHMA Stock at 31/03/25 6 months or more empty % of stock in LHMA 12 months or more empty % of stock in LHMA Airdrie 25,656 353 1.4% 224 0.9% Bellshill 14,486 158 1.1% 108 0.7% Coatbridge 21,580 274 1.3% 184 0.9% Cumbernauld 24,008 289 1.2% 182 0.8% Kilsyth 6,241 74 1.2% 54 0.9% Moodiesburn 13,446 113 0.8% 64 0.5% Motherwell 25,488 228 0.9% 143 0.6% Shotts 7,286 89 1.2% 55 0.8% Viewpark 6,171 63 1.0% 40 0.6% Wishaw 17,492 238 1.4% 155 0.9% North Lanarkshire 161,854 1,879 1.2% 1,209 0.7% Source: North Lanarkshire Council Empty Properties Data on Council Tax Register Spreadsheet at 31/03/25 Ownership It is estimated that 51.1% of empty homes are owned by individuals, 27.5% by executors, 8.2% by companies, and 13.3% owned by either Housing Associations or North Lanarkshire Council. Properties owned by Housing Associations or the Council were more likely to be empty for a short period of time, with 73% empty for less than 6 months. Most empty homes being dealt with by executors were empty for less than 12 months (74.8%). Forty-two percent of properties owned by companies or individuals were empty for more than 12 months, with around half of these empty for more than 2 years. Private Sector Empty Homes Brought Back into Use Over the 5-year period 2020/21-2024/25, the Empty Homes Officer has brought 154 empty homes in the private sector back in to use which have been long-term empty for 12 months or more and subject to the Council Tax levy. Most private sector empty homes (123) were empty for more than 2 years, with 49 empty for more than 5 years. Page 123 of 224
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21 Table 9: Private Sector Empty Homes Brought Back by Length of Time Empty Private Sector empty homes brought back Year ≥6 & <12 months 1-2 yrs empty 2-5 yrs empty >5 yrs empty Total Private 2020/21 3 10 12 5 30 2021/22 4 10 19 8 41 2022/23 2 4 13 15 34 2023/24 3 5 21 9 38 2024/25 3 2 9 12 26 Total 15 31 74 49 169 Source: Data from Empty Homes Officer in Private Sector During 2023/24, most private empty properties brought back into use were located in Motherwell and Wishaw (one fifth, or 21.1%, in each area), albeit numbers are small. Most properties were located in Cumbernauld (29.4%) and Motherwell (26.5%) in the previous year 2022/23. In 2021/22, Airdrie had the highest proportion (24.4%) brought back into use, and this was a higher proportion in 2019/20 at 34.3%. The number of properties is small when undertaking more detailed analysis at LHMA level. Table 10: Empty Private Sector Homes brought into use by LHMA 2019/20 – 2023/24 LHMA 2019/20 2020/21 2021/22 2022/23 2023/24 No. % total No. % total No. % total No. % total No. % total Airdrie 12 34.3% 6 20.0% 10 24.4% 3 8.8% 4 10.5% Bellshill 2 5.7% 2 6.7% 3 7.3% 2 5.9% 4 10.5% Coatbridge 6 17.1% 6 20.0% 6 14.6% 6 17.6% 5 13.2% Cumbernauld 5 14.3% 5 16.7% 3 7.3% 10 29.4% 2 5.3% Kilsyth 1 2.9% 2 6.7% 2 4.9% - 0.0% 2 5.3% Moodiesburn - 0.0% - 0.0% 2 4.9% - 0.0% - 0.0% Motherwell 2 5.7% 1 3.3% 7 17.1% 9 26.5% 8 21.1% Shotts - 0.0% 1 3.3% 2 4.9% 1 2.9% 2 5.3% Viewpark - 0.0% - 0.0% 1 2.4% - 0.0% 3 7.9% Wishaw 7 20.0% 7 23.3% 5 12.2% 3 8.8% 8 21.1% Total Empty Properties 35 100% 30 100% 41 100% 34 100% 38 100% Source: Data from Empty Homes Officer in Private Sector Page 124 of 224
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22 EHPS/OMPS Properties Brought Back into Use Since inception and up to the financial year 2024/25, 84514 properties (including those empty for less than 6 months) have been brought back into council stock through the Empty Homes Purchase Scheme/ Open Market Purchase Scheme with 412 for the Empty Homes Purchase Scheme only (including less than 6 months), therefore reducing the risk of properties sitting empty on a long-term basis. During 2024/25, North Lanarkshire brought 38 homes back with 10 empty for more than 6 months into use through our Empty Homes Purchase Scheme. There were 166 properties that were empty for less than 6 months brought back into use as social housing through the Empty Homes and Open Market Purchase Schemes from 2020/21 to 2024/25. In this five-year period, only 28 EHPS homes were empty for 12 months or more and 49 EHPS homes were empty for 6 months or more. Table 13 below shows there are less long-term empty homes in the EHPS with most empty homes in the 0-6 months category.15 Table 11: EHPS Empty Homes Brought Back by Length of Time Empty EHPS empty homes brought back (former council homes) Year <6 months empty ≥6 & <12 months empty 1-2 yrs empty 2-5 yrs empty >5 yrs empty Total EHPS 2020/21 37 3 3 4 - 47 2021/22 27 6 5 3 - 41 2022/23 42 4 1 - - 47 2023/24 32 3 5 1 1 42 2024/25 28 5 1 4 - 38 Total 166 21 15 12 1 215 Source: New Supply Team EHPS/OMPS Data. Date of empty property is unknown prior to 2020/21. Table 12 highlights the number of EHPS empty homes that have been empty for 6 months or more by LHMA. Numbers are very small with Airdrie having the most over 5 years (2020/21-2024/25) at 18 and Motherwell with 8 long term empty properties during this period. 14 Since 2013/14 and up to the financial year 2024/25. 15 The date the property became empty was not collated before 2020-21. Page 125 of 224
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23 Table 12: EHPS Empty Homes (6 months+) by LHMA EHPS purchased properties by LHMA - Long term empty homes (6 months+) Year Airdrie Bellshill Coat- bridge Cumber- nauld Kilsyth Moodies- burn Mother- well Shotts Viewpark Wishaw Total 2020/21 4 1 1 1 1 - - - 1 1 10 2021/22 6 - 2 - 1 - 3 - 1 1 14 2022/23 2 2 - - - - 1 - - - 5 2023/24 5 - 1 - - 2 1 - - 1 10 2024/25 1 1 2 - - - 3 1 - 2 10 Total (5 years) 18 4 6 1 2 2 8 1 2 5 48 Source: New Supply Team EHPS/OMPS Data. During 2024/25, 78.8% of homes acquired through the Open Market Purchase Scheme (OMPS) and Empty Homes Purchase Scheme (EHPS) were allocated to households who were homeless or at risk of homelessness, highlighting the significant contribution the scheme makes to addressing homelessness in North Lanarkshire. Housing Need and Demand Tackling empty homes contributes to increasing housing supply to meet housing need and the demand for affordable housing in North Lanarkshire. Bringing empty homes back in to use can also support North Lanarkshire to meet its statutory duty to prevent homelessness wherever possible. While work on the latest GCV HNDA3 is now complete, due to delays caused by the global pandemic and national planning reform, output from the assessment was not available at the time of writing the current LHS. As a result, evidence from GCV HNDA2 was used, alongside the latest and most accurate local and national data, statistics, and research, to help determine the outcomes and priorities in the LHS. The new LHS, which will cover the period 2026-2028, is informed by the outputs from HNDA3, which estimates a future requirement for between 6,818 to 8,264 additional homes in North Lanarkshire over a period of 19 years. Empty homes activity can contribute to increasing housing supply to meet housing need including homelessness, as well as wheelchair and amenity housing and other housing needs. Homelessness North Lanarkshire Council has approved its Homelessness Action Plan for 2025 to 2028, building on the Rapid Rehousing Transition Plan and placing a strong emphasis on prevention, swift access to permanent housing, and tailored support. The HAP was developed in collaboration with a range of partners in the context of the national Page 126 of 224
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24 housing emergency in May 2024 and in response to the increasing demand for homelessness services. North Lanarkshire’s HAP reflects a strategic shift towards a more holistic, preventative, and person-centred approach to tackling homelessness with short-term and long-term actions. The HAP is structured across four strategic priorities: • Housing supply: Significantly reduce homelessness through increasing the supply of affordable homes. • Temporary accommodation: Reduce the time spent in temporary accommodation through access to settled housing quickly. • Support: Improve support for households who are homeless or at risk of becoming homeless. • Prevention: Preventing homelessness through early intervention, education and other support services. The homelessness landscape has been exacerbated by an unprecedented housing crisis with increasing demand, affordability issues, and budget constraints making it difficult for some authorities to meet their statutory duties and provide adequate support to those in need. Although North Lanarkshire has not declared a housing emergency, there has been a rise in homelessness, mirroring national trends, which has created local challenges, particularly in housing supply, affordability, and service delivery. North Lanarkshire’s HAP is now entering its second year, with progress being made across key actions including the increased provision of affordable housing, reducing the length of time in temporary accommodation, faster transitions to settled housing, increased prevention, and improved tenancy sustainment. Our Empty Homes Strategy aims to increase the supply of available homes by bringing back empty homes back into use in the social rented sector making an important contribution to meeting housing need including homelessness. Although homelessness rose by 13% and 16% in consecutive years between 2022 and 2024, recent data indicates a period of stabilisation. 7. How Empty Homes are brought back in to use in North Lanarkshire Private Sector The Empty Homes Officer in the private sector provides a range of advice, information, and assistance to help owners consider the options available to bring their property back in to use as well as working with a range of council services. This includes: • Working alongside colleagues from Building Standards, Environmental Services and Planning to bring private sector properties back in to use. Page 127 of 224
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25 • Providing advice on renting out the property if the owner does not want to sell the property and to become a Private Registered Landlord. • Assisting on selling the property which involves making a referral to the empty homes buy back scheme, advice on obtaining a Home Report, how to pick an estate agent and general selling tips, selling at auction and matchmaking with developers. • Helping with renovations and repairs through the Empty Homes Partnership which has organised several discounts with traders. • Advising on how to make the property more energy efficient whereby the Empty Homes Officer can liaise on an owner’s behalf with the Home Energy Team. • Referring to the Private Sector Officer for advice and guidance on obtaining quotations for renovations. EHPS/OMPS Social Housing • A Project Development Officer in our New Supply Team manages (1) EHPS to bring back in to use abandoned or neglected empty properties which were former council housing; and (2) OMPS to identify and enable the purchase of properties that are for sale on the open market, mainly former council houses purchased under right to buy that meet the council’s criteria and housing priorities. • The EHPS/OMPS is funded by Prudential Borrowing, Scottish Government Funding and Subsidy Income with the Scottish Government’s grant funding contributing towards the cost of each purchase. • The Open Market Purchase Scheme is managed by the council’s New Supply Team and engages with owners, landlords and estate agents to buy back properties which have been abandoned or neglected by owners, or those sold in areas where there is high demand for council properties. • The main aim is to increase supply of council homes to meet housing need including the prevention of homelessness, tackle issues associated with the blight of empty homes as well as improve property condition and aid the completion of common works. • 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. Our Approach on Below Tolerable Standard and Disrepair • Prevention: Compulsory Purchase Orders are viewed as an option of last resort for properties that are structurally unsound, unsafe, or are otherwise putting communities at risk. The approach in North Lanarkshire is to encourage homeowners to take responsibility for repairs and maintenance of their homes. Page 128 of 224
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26 Work Notices are used where homes fail to meet the Tolerable Standard and/or are in disrepair. The Empty Homes Officer ensures that private sector owners meet their obligations under the Repairing Standard. The Environmental Health Officers/Private Sector Officers in the Private Sector Team deal with any disrepair issues. • Enforcement: While it is the responsibility of the owner for repairing and maintaining a house, North Lanarkshire Council’s aim is to encourage and support owners to do this without the need for enforcement. Any requirement for enforcement would be proportionate, targeted and reasonable. Enforcement powers would only be considered as a last resort. • Compulsory Sale Orders and Compulsory Rental Orders: The Scottish Empty Homes Partnership (SEHP) have recommended the introduction of Compulsory Sale Orders and Compulsory Rental Orders to aid bringing empty homes back in to use. EHPS/OMPS and the Empty Homes Officer for the private sector do not currently use CPOs to bring empty properties back in to use. Page 129 of 224
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27 8. Issues and Challenges • Engagement with homeowners and maintaining contact can be challenging for the Empty Homes Officer. • Tracing owners can be difficult as some are living abroad. Some owners have bought properties, some in low demand areas in North Lanarkshire to make a profit and on the open market these properties will sell at a relatively low price. Some owners have a portfolio of properties and are not interested in engaging on properties which require improvements. • Common repairs work whereby an owner can have a property within a flat where common repair works may be required, which can lead to the deterioration of the property and can affect the adjoining properties. It may be difficult to trace the absent owner of an empty property to discuss common repairs and works. • Repairing standard where many empty homes require significant works to bring it up to the repairing standard with many owners lacking the financial resources to carry out the necessary works, particularly in the context of increased material and labour costs. • Lack of awareness of empty homes work within the council and the opportunities for advice and assistance. • Reporting on long-term empty homes as not all are reported via council tax reports where a discount or exemption has been awarded • Length of time lenders take processing repossessions, even when proof is provided that the property has been abandoned or the outstanding mortgage is low. • A better joined-up approach to Empty Homes with other services meeting on a regular basis (i.e. Regulatory Services, Building Standards, Planning, Environmental, Finance, Legal Services, Council Tax, Social Work) as these Services are governed by legislation, and this is where the role of the Empty Homes Officer is limited. • Empty homes can be a blight on the local community and can become a concern to those living within the neighbourhood resulting in complaints. Page 130 of 224
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28 9. Resources There has been a full-time Empty Homes Officer in post since 2014 that focuses on bringing empty properties in the private sector back into use. Match funding from the Scottish Government has been secured to recruit an additional full-time Empty Homes Officer to bring more empty homes back into use. The Scottish Government has agreed to provide £2.925m grant funding in the current financial year to support the purchase of 100 homes through the EHPS/OMPS. Additional funding may become available later this year, dependent on progress with the wider North Lanarkshire Affordable Housing Supply Programme resource allocation. Acquiring former public sector stock has been successful in increasing housing supply, improving stock condition while sustaining and enhancing local communities in North Lanarkshire. 10. Engagement In preparation of the Empty Homes Strategy engagement has been undertaken with relevant stakeholders including the Scottish Government, Scottish Empty Homes Partnership, Empty Homes Officer (Private Sector), Project Development Officer (EHPS/OMPS in New Supply Team), Housing, and relevant partner services as well as ongoing dialogue with networks. Consultation for the new interim LHS 2026-2028 including our approach and actions on tackling empty homes will be undertaken during October through to December 2025. Additionally, we will consider further ways to engage with stakeholders throughout the duration of the strategy, to ensure the strategy actions remain relevant. 11. Monitoring Progress and Actions The Local Housing Strategy 2021-2026 has well-established, robust evaluation and monitoring arrangements in place. The LHS is reviewed annually to evaluate progress made in relation to the milestones and targets being achieved within the timescales as set out in the LHS action plan with currently two actions for empty homes. Progress is monitored and reported to Housing Committee on an annual basis. Part of this progress report relates to progress achieved in bringing back empty homes. A more detailed update on the progress made towards the specific actions contained in the Empty Homes Strategy will be presented to Committee annually. In addition to this, progress is also monitored by the SEHP as part of the empty homes returns that each local authority Empty Homes Officer completes annually. If you would like to comment on the Empty Homes Strategy, please contact localhousingstrategy@northlan.gov.uk. Page 131 of 224
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29 Empty Homes Strategy Action Plan 2026-2029 Objective 1: Maintain, develop, gather and analyse data relating to empty homes across North Lanarkshire Action Milestone Target Lead Timescale 1.1 Develop a robust empty homes spreadsheet Maintain and review the empty homes spreadsheet Spreadsheet maintained and reviewed annually Empty Homes Officers Monthly Verify and analyse annual data on empty homes on Council Tax Register Data verified and analysed Housing Strategy Team Annually 1.2 Monitor trends to identify challenges and progress solutions Analyse empty homes data collected to identify trends/challenges, and develop appropriate solutions Trend analysis completed Empty Homes Officers/Housing Strategy Team Annually Map empty homes and areas with high number of empty homes Map completed Housing Strategy Team Annually 1.3 Increase understanding on why properties are left empty Explore ways to engage with owners and other stakeholders to improve understanding Engagement completed Empty Homes Officers 2026 - 2029 1.4 Improve processes for recording and monitoring of empty homes Carry out process mapping to identify opportunities to streamline recording processes of empty home referrals Process mapping complete Empty Homes Officers 2027 Page 132 of 224
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30 Objective 1: Maintain, develop, gather and analyse data relating to empty homes across North Lanarkshire Action Milestone Target Lead Timescale Review recording processes across finance and housing services to ensure accuracy in recording in relation to NLC reprovisioning programme Recording processes reviewed Housing Strategy Team/Finance 2027 Objective 2: Maximise bringing empty homes back in to use Action Milestone Target Lead Timescale 2.1 Increase the number of empty homes brought in to use Continue to work with owners and partners to bring private sector empty homes back into use (of which 50% should be brought back into use as affordable homes) 110 per annum Empty Homes Officers/New Supply Team Annual Continually review methods to bring empty homes back in to use Methods reviewed Empty Homes Officers Ongoing Identify opportunities for purchasing housing to meet need and demand in North Lanarkshire Opportunities identified New Supply/ Empty Homes Officers Ongoing Page 133 of 224
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31 Objective 2: Maximise bringing empty homes back in to use Recruit additional Empty Homes Officer Additional Empty Homes Officer appointed Housing Strategy Team Dec 2025 Explore new innovative ways in which more empty homes can be brought back into use New ways to tackle empty homes explored Empty Homes Officers 2026-2029 Ensure all key council services and officers are well informed about empty homes and how to tackle them Briefing session for key council services complete Empty Homes Officers 2026 Ensure elected members are well informed about empty homes Elected member briefing session Empty Homes Officers 2026 Objective 3: Address Empty Homes in a State of Disrepair Action Milestone Target Lead Timescale 3.1 Work with private landlords to improve management and quality standards in the PRS Provide advice and assistance to private landlords/homeowners through the work of the Private Sector Team Advice and assistance provided Empty Homes Officers/Private Sector Team Ongoing Explore the creation of loan/grant funding to support landlords Creation of fund explored Empty Homes Officers 2026/27 Page 134 of 224
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32 Objective 3: Address Empty Homes in a State of Disrepair Proactively target support and advice to owners of problematic empty properties including properties that have been empty the longest Targeted support Empty Homes Officers Ongoing Objective 4: Raise Awareness around Empty Homes Action Milestone Target Lead Timescale 4.1 Promote communications approach offering advice and assistance on empty homes Promote empty homes activity on social media Awareness increased Empty Homes Officers/ Communications Team 2025/26 Provide an online mechanism for empty homes to be reported Digital reporting method created Empty Homes Officers 2027 4.2 Joint working with internal and external services to bring empty homes back in to use Develop and improve partnership approaches with internal and external partners Partnership approaches created Empty Homes Officers Ongoing Attend Empty Homes best practice forums and events Forums and events attended Empty Homes Officers Ongoing Page 135 of 224
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33 Appendix – Summary of Council Tax Discounts and Some Exemptions Type of Discount Explanation Empty and unfurnished 6-month exemption when empty and unfurnished. 6-month discount of 50% if still empty and unfurnished. 10% discount after 1 year if still empty and unfurnished. 100% Levy automatically applied after 2 years if still empty. Empty and furnished 10% discount for a year and after 1 year 100% Levy. Empty Property Discount 10% Empty Property Discount 50% A 10% discount is applied when owner reports property empty. A 50% discount is applied after 6 months empty if owner struggling to sell. Empty Property Levy 100% A 100% Levy is applied to properties that have been unoccupied for 12 months or more and are not being marketed for sale or let. Levy Extension 10% Discount If a property is being marketed for sale or let, a 10% discount can be awarded from the property being unoccupied for one year until it has been unoccupied for two years Levy for 2nd Homes A 100% additional Levy is applied to second homes. There is no longer a council tax discount on second homes. New Owner - Levy Extension A 50% discount can be applied for six months to properties which have been purchased by new owners, which have been unoccupied for more than one year and require repairs or structural alteration. Under Repair – Follow Empty Period Homes that are undergoing repair or structural alteration may be exempt for up to 12 months. Tied Accommodation A 50% discount is applied to tied accommodation. Page 136 of 224
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34 Type of Exemption Explanation Deceased In circumstances where a property is owned by the deceased person, unlimited exemption is awarded from the date of death until Confirmation is awarded. Deceased grant of confirmation Exemption then applies from the date Confirmation is awarded for a maximum period of six months. Confirmation is a legal document from the sheriff court giving the executor authority to administer the estate of the deceased person. Housing pending demolition/CPO Awarded exemption. New/existing dwelling A property that is unoccupied and unfurnished with exemption awarded for up to six months from the last occupation date. NLC empty Long term NLC properties which are not pending demolition are awarded exemption for one years from the last occupation date, followed by a 10% discount until the property is unoccupied for two years. A 100% Levy would then apply. Page 137 of 224
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref: SL/CB Date 05/11/25 Transforming Places - Tower Strategy Update From Stephen Llewellyn, Chief Officer (Housing) Email barrca@northlan.gov.uk Telephone MS Teams Executive Summary The purpose of this report is to update Housing Committee on current progress with the outcomes in the Tower Strategy, which sits within the Transforming Places Programme of Work, and key achievements in the last reporting period. Recommendations It is recommended that the Housing Committee: (1) Acknowledge the progress of the tower demolition programme (Ambition). (2) Acknowledge the progress of the sprinkler installation & fire safety programme. (3) Acknowledge the progress of major refurbishment projects. 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 8 Page 139 of 224
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1. Background 1.1 Committee will be aware that in 2017 as part of the HRA budget motion, the council announced its intention to commence consultation with stakeholders regarding the potential re-provisioning of its tower estate over the next 25 years, with phase 1 of the re-provisioning programme granted committee approval in May 2018 and activities are progressing well for this phase. Subsequently approval was given at August 2023 Housing Committee for the blocks identified for Phase 2 to be re-provisioned. Significant progress has been made to date on Phase 1 of the programme with several high/low-rise blocks now demolished. 1.2 Committee will also recall that in February 2018, the council approved proposals to develop and deliver a programme to introduce enhanced fire safety measures within high-rise towers that included retrofitting of sprinkler systems, improved fire compartmentation, emergency lighting and installation of fire doors to properties. 1.3 Following committee approval in 2016 to undertake condition surveys including external cladding assessment, internal fabric condition and structural integrity, the findings were assessed with a strategic approach to remedial action in line with government legislation developed. 2. Report Demolition/Ambition 2.1 Phase 1 of the programme is progressing with 1529 (1729 when including properties held for displaced citizens properties identified within phase 1 having been made vacant, although 200 have subsequently been re-purposed to support the Ukraine resettlement programme and a further 21 properties remain tenanted within these blocks by pre-existing tenants. A detailed breakdown of the phase one programme as of October 2025 is provided in Table 1: Table 1 Block Vacant Properties Status Northburn Low-Rise, Airdrie 27 (100%) Complete Holehills, Airdrie 138 (100%) Complete Burnside Court, Coatbridge 44 (100%) Complete Gowkthrapple Low-Rise 304 (100%) On Site Shawhead Low-Rise 176 (100%) Complete Coursington, Allen, Draffen High-Rise 351 (100%) On Site Jackson High-Rise 192 (100%) On Site Allershaw High-rise 70 (100%) On Site Dunbeth High-rise 186 (100%) Award Stage High Coats 172 (90%) void figure includes those allocated to Displaced Citizens Re-programmed Birkshaw High-rise 69 (99%) void figure includes those allocated to Displaced Citizens Re-programmed Page 140 of 224
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2.2 The blocks included in the second phase of the reprovisioning programme were approved at Housing Committee in August 2023. As noted in Table 2 the vacating of the properties in this phase of the works is underway and updates on the progress will be reported to a future committee. The information provided in Table 2 reflects the current programmed running order that the blocks will be demolished in. Table 2 Block Vacant Properties March 2025 Status Low Rise – Maxton Crescent, Wishaw 40 (100%) Vacant Low Rise – Rennie Rd, Kilsyth 37 (63%) Being Vacated Low Rise – Glasgow Road, Wishaw 25 (60%) Being Vacated Low Rise – Greenfield Drive 23 (52%) Being Vacated McClurg Court, Motherwell 26 (46%) Being Vacated Witchwood Court, Coatbridge 42 (50%) Being Vacated Woodside Tower, Motherwell 43 (41%) Being Vacated Glen Tower, Motherwell 37 (36%) Being Vacated Anderson Tower, Motherwell 31 (46%) Being Vacated Oakfield Tower, Motherwell 20 (30%) Being Vacated Low Rise - Glencraig Street, Airdrie 4 (40%) Being Vacated Low Rise - Kippen Street, Airdrie 23 (33%) Being Vacated Low Rise - Kennedy Drive, Airdrie 13 (33%) Being Vacated Albion Tower, Motherwell 16 (24%) Being Vacated Airbles Tower, Motherwell 20 (30%) Being Vacated Whammond Tower, Motherwell 20 (30%) Being Vacated Gowkthrapple Low Rise Demolition 2.3 The contract to demolish the 19 low-rise blocks at Gowkthrapple, Wishaw was awarded in February 2023 and the contractor took possession in March 2023. Works are progressing on site with all blocks demolished and the clean up of the site is underway with spoil material from three blocks remaining to be cleared. The contractor’s completion date is Quarter 4, 2025/26 and on completion the site will be handed over to the new supply team for development. Coursington, Allen, Draffen Towers Demolition 2.4 Demolition of the three high-rise tower blocks at Coursington, Motherwell is progressing well on site. The date for the “blowdown” is 7 December 2025, with 4-6 months clear up of the site anticipated after this date in preparation of handover to the new supply team for development of the site. Page 141 of 224
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Jackson Court Demolition 2.5 Demolition of the Jackson Court, Coatbridge is progressing well on site with completion anticipated in April 2026. Dunbeth Court Demolition 2.6 Approval to award the contract for the demolition of Dunbeth Court, Coatbridge is being sought at November 2025 Housing Committee. 2.7 Once approval is obtained from Housing Committee to award the contract, it is expected that the contractor will take possession of the site in December 2025 for a duration of 75 weeks. Allershaw Tower Demolition 2.8 The contract for the demolition of Allershaw Tower, Wishaw has been awarded, and the contractor took possession of the site in October 2025 for a programmed duration of 52 weeks. Sprinkler / Fire Safety Programme 2.9 Works commenced in May 2025 for Phase 3 of the sprinkler systems installations at Elvan and Calder Tower’s. The contract is programmed to be complete in December 2025. 2.10 The designs for Phase 4 of the sprinklers installation which will take place in Avon and Clyde Tower’s has commenced, in preparation for the works to commence in 2026/27. 2.11 In June 2025 the council were allocated up to £4.4m towards the costs associated with carrying out up to 88 single building assessments (SBA’s) in residential blocks higher than 11m. The SBA’s are required following the introduction of the Cladding Remediation Bill which has been created to reduce the risk to life from unsafe cladding in homes. Consultants have been procured to undertake the assessments of the blocks that are in scope. The 38 remaining high rise blocks (18m+) within the authority will be assessed as part of the first phase of assessments with the remainder being assessed as part of the second phase. Major Refurbishment Projects 2.12 Concept designs are nearing completion for the works to reclad, internally refurbish and provide additional fire safety measures at Whifflet and Calder towers, Coatbridge. It is projected that the detailed design will commence in Q4 2025 with the physical works starting on site in Q3 2026 for a duration of 70 weeks. 2.13 A contract for the replacement of lifts in 5 multi storey tower blocks (Woodside, Avon, Calder, Clyde and Elvan) across the authority (totalling 10 lifts) has been awarded and works have commenced on site in these towers. 3. Measures of success 3.1 The plans contained within this report will help to improve housing conditions and housing choice for our residents which contributes to addressing inequality. Page 142 of 224
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4. Supporting Documentation 4.1 There are no supporting documents with this report. Stephen Llewellyn Chief Officer (Housing) Page 143 of 224
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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? Any financial impact of the measures implemented will be contained within the HRA Capital Investment budget and will be drawn down via borrowing/CFCR as required and reported to committee. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Statutory compliance with Building Standards and recent fire safety legislation. Page 144 of 224
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5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Upgrading of external building fabric to current energy standards. 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? Reprovisioning of towers and low-rise blocks must be included in regular corporate communications. 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 considered, frequently reviewed and recorded on project-specific risk registers. Risks with an inherently high score are escalated to project board/service level. Page 145 of 224
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5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 146 of 224
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref SL/KMcG Date 05/11/25 Incentive to Downsize Scheme From: Stephen Llewellyn, Chief Officer (Housing) E-mail: LlewellynS@northlan.gov.uk Telephone 01698 274292 / 07939280680 Executive Summary This report provides a further 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, and requests permission to retrospectively increase the Incentive payment to £3,500 as proposed at the Full Council meeting on 28th March 2025. Recommendations It is recommended that the Housing Committee: (1) Approves the decision to increase the Incentive to Downsize payment to £3,500 effective from 28th March 2025; (2) Approves the retrospective application of the increased payment to service users who have been rehoused through the Incentive to Downsize Scheme since 28th March 2025. 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 9 Page 147 of 224
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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 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 smaller, more appropriate homes, the Council approved the introduction of an ‘Incentive to Downsize’ scheme at Housing Committee on 17 February 2021. Under this scheme, eligible tenants were offered a financial incentive of £1,500 to support their move to more suitably sized accommodation. 1.4 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’ 1.5 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 24/11/21. 1.6 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. 1.7 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, 60 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 the table below. Page 148 of 224
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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 £90,000 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 have qualified for the payment and successfully relocated to their new home 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. Actions to Increase uptake 2.5 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 Full Council on 28 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. 2.6 As well as the proposed increase in Incentive payment, the service intends to develop a range of measures to promote the scheme more widely. This will include the development of publicity material as well as the use of data led promotion through collaborative working with partner services to identify and engage individuals who are most likely to benefit from the scheme. Financial Implications 2.7 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. Area Year Total July 2022 – March 23 April 23 – March 24 April 24- March 25 April 25 - Present Airdrie/ Cumbernauld 4 4 6 0 14 Coatbridge / The North 5 1 0 1 7 Motherwell / Bellshill 10 3 3 0 16 Wishaw / Shotts 4 5 12 2 23 Grand Total 23 13 21 3 60 Page 149 of 224
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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 4.1 No supporting documentation. Stephen Llewellyn Chief Officer (Housing) Page 150 of 224
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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 underoccupying 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 section 2.7 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 151 of 224
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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 in relation 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. Page 152 of 224
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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 153 of 224
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref GT/VR Date 05/11/25 HRA Capital Monitoring Report – 1 April 2025 to 12 September 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 10 Page 155 of 224
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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 6,955 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 anticipated to achieve full spend within the current financial year with offsetting over and underspends between project lines. As at period 6, £82.428m (96% of the working capital programme) has been legally committed with £28.942m spent (34% of the working capital programme). 2.3 The planned award date for the Swedish timber houses contract has been delayed due to consultant design issues, resulting in a projected underspend for this programme. A further risk remains apparent to the projected spend for the Kitchen and Bathroom replacement programme due to a resource issue with the main contractor. In addition, the planned commencement of demolition at the Dunbeth Court site has experienced delays due to extended timescales required by Scottish Power Energy Networks for work on the on-site sub-station. This underspend has been mitigated by acceleration within the windows and doors programme, water quality works and electrical upgrade projects. Page 156 of 224
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New Build 2.4 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. 2.5 As at period 6, £41.919m is legally committed (100% of the targeted spend) with £6.215m spent (15%). 2.6 There are currently seven projects on site: Graham Street, Airdrie (NLP Conversion); Northburn Avenue Shop, Airdrie (Conversion); Thorn Road, Bellshill; School Street, Coatbridge; Coshneuk Road, Millerston; Motherwell Town Hall (Conversion); and Dunottar Avenue, Shawhead, Coatbridge. 2.7 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, 293 homes are under construction, with a total of 29 homes expected to complete during 2025/26. 2.8 Sites have been identified and approved at Committee for a further 1,096 homes across 38 sites, with site investigations, title checks and design development on these sites progressing. 2.9 The Council has appointed contractors and consultants who are progressing layouts and designs for several sites, with site investigations underway. 2.10 A Scottish Government grant contribution of £18.712m has been secured for 2025/26. Additional funding may become available later this year, dependent on progress with North Lanarkshire’s wider ‘Affordable Housing Supply Programme’ resource allocation. Council Buy Back Scheme 2.11 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. 2.12 To date, 57 properties have been brought back into use as affordable housing in 2025/26, with 100 properties expected to be acquired during this financial year. 2.13 A Scottish Government grant contribution of £2.925m has been secured for 2025/26. Additional funding may become available later this year, dependent on progress with North Lanarkshire’s wider ‘Affordable Housing Supply Programme’ resource allocation. Prudential Indicators 2.14 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 (years) 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 157 of 224
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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 2.15 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 6 4.2 Appendix 2 – 2025/26 HRA Capital Programme – New Build / Council Buy Back Scheme Budget Monitoring Period 6 Andrew McPherson Depute Chief Executive Page 158 of 224
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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 159 of 224
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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 160 of 224
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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 161 of 224
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Appendix 1 2025/26 HRA CAPITAL PROGRAMME Budget Monitoring Report Working Legally Ledgered Projected Variance MAINSTREAM PROGRAMME Programme Committed Balance to Date Spend £000 £000 £000 £000 £000 £000 Estate Regeneration Estate Regeneration 500 790 (290) 346 790 290 Sub Total 500 790 (290) 346 790 290 Energy Efficiency Heating 9,960 10,209 (249) 3,918 10,209 249 Window/Door Replacement 8,550 10,103 (1,553) 4,745 10,103 1,553 Decarbonisation 8,060 8,092 (32) 3,138 8,092 32 Sub Total 26,570 28,404 (1,834) 11,801 28,404 1,834 Major Repairs Major Repairs 2,550 1,609 941 307 2,059 (491) Roofing/Rendering 18,084 17,041 1,043 7,078 17,771 (313) Sub Total 20,634 18,650 1,984 7,385 19,830 (804) Home Safety and Security Lead Pipe 100 502 (402) 70 502 402 Entry Systems 1,000 521 479 23 1,021 21 Electrical Works 1,500 1,591 (91) 212 2,191 691 Sub Total 2,600 2,614 (14) 305 3,714 1,114 Tower Strategy Tower Strategy 3,706 2,784 922 694 4,084 378 Tower Demolitions - Ambition 12,544 10,957 1,587 4,315 11,032 (1,512) Sub Total 16,250 13,741 2,509 5,009 15,116 (1,134) Internal Upgrading Kitchens - Repairs 6,213 5,296 917 1,863 5,296 (917) Bathrooms - Repairs 3,885 3,444 441 1,082 3,444 (441) Sub Total 10,098 8,740 1,358 2,945 8,740 (1,358) Community Care Community Care 2,980 2,949 31 1,010 3,096 116 Sub Total 2,980 2,949 31 1,010 3,096 116 Fees / Miscellaneous Fees / Miscellaneous 6,610 6,558 52 160 6,558 (52) Grants (12) (18) 6 (18) (18) (6) Sub Total 6,598 6,540 58 142 6,540 (58) TOTAL (Mainstream Programme) 86,230 82,428 3,802 28,942 86,230 - Financed by: Borrowing (Mainstream) (58,267) - (56,704) 1,563 Borrowing (Ambition) (12,544) (11,032) 1,512 Capital Receipts - (9) (9) (9) Scottish Govt. Grant (Net Zero) - - - - Scottish Govt. Grant (Additional) - - - CFCR (15,419) - (18,485) (3,066) Slippage - - - - TOTAL RESOURCES (86,230) (9) (86,230) - Over/(underspend) On Borrowing - - Period 6 Summary Page 162 of 224
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Appendix 2 2025/26 HRA CAPITAL PROGRAMME Budget Monotoring Report Working Legally Ledgered Projected NEW BUILD PROGRAMME Programme Committed Balance to Date Spend £000 £000 £000 £000 £000 £000 New Build 38,729 38,729 0 6,215 38,729 - Fees 3,190 3,190 0 - 3,190 - TOTAL (New Build Programme) 41,919 41,919 - 6,215 41,919 - Financed by: Borrowing (18,537) - (18,537) - CFCR (4,670) - (4,670) - Scottish Government New Build Grant (18,712) (7,297) (18,712) - Total (41,919) (7,297) (41,919) - Projected Over/(Underspend) on Borrowing - Ledgered Projected Council Buy Back Schemes Programme Committed Balance to Date Spend £000 £000 £000 £000 £000 £000 Empty Homes and Open Market Empty Homes and Open Market 10,759 8,928 1,831 7,001 10,759 - MTR Scheme 903 3 900 3 903 - Fees / Recharges 335 335 0 - 335 - TOTAL 11,997 9,266 2,731 7,004 11,996 - Number of Properties Settled 100 79 21 57 100 - Financed by: Scottish Government Grant (4,500) (3,840) (659) (2,095) (4,500) - Subsidy Income (542) - - (542) - Borrowing (MTR) (361) - - (361) - Borrowing (EHPS/OMPS) (6,594) - - (6,594) - Total (11,997) (3,840) (659) (2,095) (11,997) - Over/(underspend) on Borrowing - Variance Variance Period 6 Summary Page 163 of 224
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref VR/JM Date 18/07/25 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 12 September 2025 (Period 6). In summary the Service has a total capital budget of £177.384m. At this stage in the financial year the service is forecasting to be £1.057m less than current year programme mainly due to roads and street lighting asset management theme. 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 11 Page 165 of 224
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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 £159.022m. The programme has since been increased by £0.230m from the corporate contingency, £16.049m relating to carry forwards from 2024/25, increased external funding of £6.253m and acceleration of £4.307m in relation to Cumbernauld Town centre as approved at SCDG in August 2025. Reprofiling of £8.479m to future years was approved by Strategic Capital Delivery Group (SCDG) on the 23 October 2025. This results in a revised working capital budget of £177.384m. 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 stage in the financial year the Service expects expenditure to be £1.057m lower than the current year programme. Capital budgets and expenditure are summarised into Project/Themes (see Appendix 1). Assets & Procurement (£0.055m less than budget) 2.2 The Maintaining Existing Assets theme is projecting £0.222m over budget mainly in relation to Aitkenhead rewiring project (£0.263m) which is a project that spans financial years. This is offset by ASN Carnbroe project which is projecting to be £0.229m less than anticipated. Community Operations (£1.020m less than budget) 2.3 The Greenspace and Cemeteries theme is projecting to be £0.214m higher than budget this financial year. This variance is mainly in relation to: • Pather Cemetery (£0.563m). The outcome from this project will be the creation of a brand new cemetery with overall project completion anticipated in Spring 2026, with scope for future expansion to serve the community of Pather and beyond from 2026 and many years to come involving a significant increase in burial capacity in the area, onsite car parking, internal road infrastructure, creation of a visitor building and a sophisticated SUDs system. In such a large and complex civil engineering project difficult ground conditions have had to be managed resulting in additional sub structure materials being required. Design changes to both hard landscaping and the visitors building are also being carried out in particular the sourcing of specialist roofing elements, such as glulam beams and roof finish material. • Cemetery development projects being accelerated (£0.549m) to scope future projects to address the burial space needs. • Tree Asset Management (£0.886m lower than budget) due to internal resourcing issues and the Bothwell Haugh Cottage project (which is also partly funded from Parks Master Plan Theme (£0.288m) which is anticipated to be awarded this financial year as a result of essential planning requirements with the delivery of the new unit now expected to take place in the new financial year. Page 166 of 224
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Within the Roads and Streetlighting asset management theme there is a variance of £1.047m projected mainly as a result of work required for LED lighting designs and also as a result of prioritising works in relation to the changes recently approved for School walking routes. 2.4 The Vehicle replacement theme is projecting acceleration of £0.238m to alleviate revenue budget pressures on external hires. Place (£0.049m less than budget) 2.5 Minor variance reflects delays to planned works arising from ecological mitigation r requirements. 2.6 It is also 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. 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 167 of 224
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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 168 of 224
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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. Page 169 of 224
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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 170 of 224
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Appendix 1 Enterprise & Communities Capital Programme 2025/26 Theme Expenditure Summary 1st April 2025 -12th September 2025 (PERIOD 6) Lvl 8 Thematic Category Revised Budget £ Actual £ Committed £ Uncommitted £ Outturn £ Outturn variance £ CXA1 ASSET & PROCUREMENT CXA1A Maintaining Existing Assets - windows, re- roofing, re-wiring and condition survey works for the Council's building assets 8,254,793 4,435,489 6,558,889 1,917,445 8,476,334 (221,541) CXA1Q Targeted Investment MEA 6,067,333 1,035,860 2,062,943 4,010,881 6,073,824 (6,491) CXA1B Carbon Management 1,554,476 209,841 909,673 646,020 1,555,693 (1,217) CXA1C Office Accommodation 1,065,718 166,091 615,028 451,038 1,066,066 (348) CXA1H Health & Wellbeing & Digital Classrooms 150,759 88,070 150,759 0 150,759 0 CXA1I Rationalisation including ASN & Social Work 5,563,855 2,714,772 3,753,613 1,581,117 5,334,730 229,125 CXA1J Curriculum Development 555,908 162,915 200,923 378,822 579,745 (23,837) CXA1K Sustainable Estate 902,148 38,337 58,337 873,630 931,967 (29,819) CXA1L Outdoor Education and Outdoor Spaces 603,870 189,635 611,103 0 611,103 (7,233) CXA1F Future Capital Receipts Investments 957,879 155,531 486,710 433,636 920,346 37,533 CXA1M Design Fees 1,773,185 783,939 1,698,534 0 1,698,534 74,651 CXA1N 1140 Early Learning and Childcare Expansion 162,000 94,155 94,155 67,845 162,000 0 CXA1P Water Quality 113,653 18,816 63,292 46,545 109,837 3,816 CXA1E Demolitions 3,217,131 870,942 2,980,882 235,805 3,216,687 444 TOTAL ASSET & PROCUREMENT 30,942,708 10,964,393 20,244,840 10,642,785 30,887,625 55,083 CXA2 TOWN AND COMMUNITY HUBS CXA2A Town and Community Hubs 79,522,581 25,575,005 78,832,374 757,326 79,589,700 (67,119) TOTAL TOWN AND COMMUNITY HUBS 79,522,581 25,575,005 78,832,374 757,326 79,589,700 (67,119) COMMUNITY OPERATIONS CXC8 Operational and Infrastructure Development 6,940,892 1,028,532 6,095,503 1,078,588 7,174,092 (233,200) CXC6A Greenspace and Cemeteries 4,165,477 1,500,425 3,485,429 893,794 4,379,224 (213,747) CXC4A Greenspace Climate Resilience and Wellbeing 912,893 12,315 364,562 423,836 788,398 124,496 CXC5A Parks Master Plan (including Strathclyde Park Watersports Centre Redevelopment) 5,098,673 836,259 1,199,485 3,603,275 4,802,759 295,914 CXC7A Roads and Street Lighting/Asset Mgt 17,667,159 7,043,384 11,696,524 4,924,057 16,620,581 1,046,578 CXC2A Contaminated Land and Resilience 777,922 235,959 315,627 462,295 777,922 0 TOTAL COMMUNITY OPERATIONS 35,563,016 10,656,874 23,157,130 11,385,845 34,542,975 1,020,041 PLACE CXB2B Economic Regeneration 11,681,540 3,742,753 11,807,699 (126,160) 11,681,539 1 CXB3A City Deal 6,964,191 1,578,596 5,327,997 1,587,343 6,915,340 48,851 CXB3B Enterprise Projects 197,804 16,185 38,777 159,027 197,804 0 CXB1A Infrastructure & Transportation Improvements 12,511,761 2,877,731 6,216,117 6,295,644 12,511,761 0 TOTAL PLACE 31,355,296 8,215,265 23,390,591 7,915,854 31,306,445 48,852 TOTAL ENTERPRISE & COMMUNITIES 177,383,601 55,411,537 145,624,935 30,701,810 176,326,745 1,056,857 YTD OUTTURN Page 171 of 224
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref SL/VR Date 05/11/25 Revenue Monitoring Report – Housing Revenue Account From Andrew McPherson, Depute Chief Executive E-mail robertsv@northlan.gov.uk Telephone Veronica Roberts, Business Finance Manager Executive Summary This report provides a summary of the Housing Revenue Account financial performance for the period 1 April 2025 to 12 September 2025 (Period 6). The report illustrates the projected outturn as at 31 March 2026, with major outturn variances highlighted and explained in accordance with the Council’s approved Financial Regulations. The Service is currently projecting an underspend of £0.100m for the financial year. In setting the 2025/26 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 2025/26 HRA revenue budget. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (25) Ensure intelligent use of data and information to support fully evidence based decision making and future planning Programme of Work Statutory / corporate / service requirement Item 12 Page 173 of 224
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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 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 an underspend of £0.100m for the financial year. Analysis of Significant Variances 2.2 The Housing Revenue Account currently anticipates an underspend of £0.100m within Property Costs due to an underspend in close cleaning (£0.220m) which is partially offset by an overspend in relation to wheeled bins (£0.120m). Risk and Uncertainty 2.3 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 2.4 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. 2025/26 Budget Savings 2.5 The service uses a variety of information, records and processes to monitor achievement of its approved budget savings of £1.050m. 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. Page 174 of 224
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4. Supporting documentation 4.1 Appendix 1 HRA Summary 4.2 Appendix 2 Earmarked Reserves / Balance Sheet Provisions Andrew McPherson Depute Chief Executive Page 175 of 224
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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 ☐ Page 176 of 224
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? All activities undertaken by the council are subject to risk, and in acknowledging the Council’s approved Risk Management Strategy, Services manage these as part of their overall corporate and service planning 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 177 of 224
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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 178 of 224
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Appendix 1 FINANCIAL MONITORING REPORT 01 April 2025 to 12 SEPTEMBER 2025 (Period 6) COMMITTEE: HOUSING CATEGORY ANNUAL PROJECTED ANALYSIS BUDGET OUTTURN % (1) (5) (6) (8) (9) (10) £ £ EMPLOYEE COSTS 33,674,911 33,674,911 0 - 0.0% 0 Balanced Budget PROPERTY COSTS 72,058,005 71,958,005 100,000 FAV 0.1% 100,000 Underspend within close cleaning offset by overspend within wheeled bins SUPPLIES & SERVICES 881,520 881,520 0 - 0.0% 0 Balanced Budget TRANSPORT & PLANT 443,000 443,000 0 - 0.0% 0 Balanced Budget ADMINISTRATION COSTS 5,918,604 5,918,604 0 - 0.0% 0 Balanced Budget PAYMENTS TO OTHER BODIES 241,120 241,120 0 - 0.0% 0 Balanced Budget APPORTIONED EXPENSES 6,192,977 6,192,977 0 - 0.0% 0 Balanced Budget 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 186,499,816 186,399,816 100,000 FAV 0.1% 100,000 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 609,990 609,990 0 - 0.0% 0 Balanced Budget SURPLUS 0 0 0 - 0.0% 0 Balanced Budget INCOME 186,499,816 186,499,816 0 - 0.0% 0 NET EXPENDITURE 0 (100,000) 100,000 FAV 100,000 FAV = Favourable variation, underspend etc 362,119 ADV = Adverse variation, overspend, income under-recovery etc PROJECTED OUTTURN PERIOD MOVEMENTVARIANCE (7) Page 179 of 224
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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 4,799,000 556,000 88.4% 4,243,000 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 1,810,000 86.2% 11,346,293 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 1,810,000 91.8% 20,349,293 PROJECTED OUTTURN North Lanarkshire Council Housing Revenue Account - Earmarked Reserves 01 April 2025 to 12 SEPTEMBER 2025 (Period 6) Page 180 of 224
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref: VR/JMcG Date 05/11/25 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 12 September 2025 (Period 6) 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 stage in the financial year. Recommendations It is recommended that the 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 13 Page 181 of 224
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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 £231.761m. 2.2 Enterprise and Communities is currently forecasting a break-even position for this financial year. 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 for the financial year, however as at period 6, there are compensating variances across the divisions which are further explained below. 2.6 Assets and Procurement (£0.014m) Assets and Procurement is projecting a minor overspend at Period 6. This is mainly due to net employee vacancies (£0.434m) which are partly offset by an overspend from the use of external advisors (£0.355m) along with other minor overspends. 2.7 Community Operations (£0.069m) Community Operations is projecting an overspend of £0.069m across the division. 2.8 Following a restructure between Waste Operations and Land Management, recruitment is still ongoing and the current forecast is £1.409m in vacancy savings, this is partly offset by increased overtime (£0.941m) and Agency Spend (£0.300m). Within Waste Operations, there has been an over recovery of the income generated from the sale of garden waste bin permits (£0.694m). However, this is offset by a reduction in Special Uplift income (£0.089m). In addition, income achieved from the disposal of cardboard is less than anticipated resulting in an under recovery of £0.235m. There is also higher required projected spend in tonnage expenditure (£1.020m) in relation to higher charge rate and tonnage volume for HWRC waste (£0.937m) where the sites have been busier than normal with van bookings and charity vans also up. 2.9 Land Management is projecting an overall underspend of £0.397m. Following the same restructure with Waste Operations and ongoing recruitment there are currently vacancy savings projected of £0.505m, this is partly offset by increased overtime (£0.220m). There is also an underspend anticipated in relation to a reduction of waste tonnage disposal costs (£0.146m). Page 182 of 224
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2.10 An overspend of £0.158m is anticipated within Protective Services, mainly as a result of Pest control increased sub-contractor costs and under recoveries in income. 2.11 The Fleet service continues to project an overspend of £1.000m, mainly from external hires (£0.700m) and outsourcing (£0.300m). This has been caused by a timing delay in transferring to the new fleet workshop at Bellshill, and recruitment of staff. Every effort is being made to minimise these pressures. 2.12 Roads are forecasting £0.142m of vacancy savings partly offset by under recovery in income (£0.064m). 2.13 Facility Support services are projecting an underspend of £0.215m at this stage in the year due mainly due to employee underspends in Building Cleaning. 2.14 Active and Creative Communities functions are projected to underspend by £0.653m at Period 6. Within this projection there is £0.689m underspend forecast within Employee costs which includes the impact of the Time Capsule closure period and the John Smith Pool being closed. This will offset the burden of £0.380m in relation to closure of the concert hall this year. Management action is still being considered for a permanent solution. There are also net costs of £0.121m in relation running costs for the half marathon event. Leisure pay as you go income is forecast to be £0.173m over recovered. Place (£0.275m variance) 2.15 An underspend of £0.275m is currently projected within the Place division. This is due to staffing vacancies (£0.352m) which is anticipated to be partially offset by a net under- recovery of parking income (£0.110m) and other minor over/underspends across other expenditure headings including Housing Management (£0.240m variance) 2.16 An underspend of £0.240m 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 (£0.258m). 2.17 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 6 the Trading Accounts are projecting an under recovery on the income target of £0.433m which is due to a reduction in customer demand for the Waste Trading activity. 2.18 Payments to other bodies are detailed in Appendix 3. This expenditure category has a total budget of £18.223m and is currently anticipated to be £0.665m overspent. This is mainly due to increased agency costs within Waste and Fleet to cover key staff vacancies. Page 183 of 224
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Earmarked and One-off Reserves 2.19 Enterprise and Communities was given approval to earmark £17.413m of resources during the completion of the 2024/25 annual accounts and a further £0.133m has been allocated from the Councils innovation fund. At Period 6, £9.324m of the reserve balance will be utilised in 2025/26, with the remaining balance of £8.222m required for the original purpose in future years. Appendix 4 details the individual Earmarked Reserves. 2025/26 Budget Savings 2.20 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. Management Actions 2.21 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 2.22 The Service currently anticipate using £0.344m 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 4.1 Appendix 1 Objective Analysis 4.2 Appendix 2 Subjective Analysis 4.3 Appendix 3 Payments to Other Bodies Analysis 4.4 Appendix 4 Status of Earmarked Reserves 4.5 Appendix 5 Challenging Savings Andrew McPherson Depute Chief Executive Page 184 of 224
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Finance? 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 185 of 224
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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 186 of 224
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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 187 of 224
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APPENDIX 1 DIVISION OF SERVICE ANNUAL BUDGET FINAL OUT- TURN % PERIOD MOVEMENT SINCE ANALYSIS P3 [1] [2] [3] [4] [5] [6] [7] £ £ £ Assets & Procurement 41,404,659 41,418,684 (14,025) (0.0%) 18,436 Employee vacancies offset by use of external advisors and other minor overspends. Community Operations 175,478,291 175,546,992 (68,700) (0.0%) (44,493) Overspends in Fleet consisting of increased agency costs, outsourcing and external hire costs due to delays in moving into new premises, partly offset by employee vacancies. Overspends relating to pest control. Underspends in land management from employee vacancies, overspend in waste disposal from increased tonnage expense offset slightly by over recovery in garden waste permit income and employee vacancies (again slightly offset by higher OT and agency costs). Net Half Marathon running costs. Leisure pay as you go income over recoveries. Housing Management 6,148,018 5,907,783 240,235 3.9% 36,940 Implementation of a service re-design affecting the First Stop Shops. This is supplemented by vacancy underspends, partially offset by an overspend on Stair Close Lighting due to significant contract inflation. Place 9,192,185 8,916,739 275,446 3.0% (46,259) Net vacancies partially offset by an under-recovery of parking income. Trading (462,202) (29,247) (432,955) 93.7% 35,375 Under recovery in Trade waste income. NET EXPENDITURE 231,760,951 231,760,951 0 0.0% (0) NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Objective Analysis Period 6 (01 April - 12 September 2025) Enterprise & Communities FINAL OUT-TURN VARIANCE Page 188 of 224
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APPENDIX 2 [1] [2] [3] [5] [6] [7] £ £ £ EMPLOYEE COSTS 132,495,223 129,745,372 2,749,852 FAV 2.1% (33,182) Vacancy savings partly offset by increased overtime and turnover. PROPERTY COSTS 59,653,784 61,077,220 (1,423,437) ADV (2.4%) (1,118,132) Overspends on stair & close lighting and repairs as well as waste tonnage expenses. These are partly offset by an underspend on alarms/security. SUPPLIES & SERVICES 23,354,723 23,813,638 (458,915) ADV (2.0%) 721,268 Overspends on ICT costs. TRANSPORT & PLANT 29,422,442 29,337,678 84,764 FAV 0.3% 429,908 Minor variance. ADMINISTRATION COSTS 14,211,482 14,034,002 177,480 FAV 1.3% (32,119) Overspend on professional fees due to vacancies. PAYMENTS TO OTHER BODIES 18,548,716 19,213,606 (664,889) ADV (3.6%) 175,271 See Appendix 3 TRANSFER PAYMENTS 50,000 50,000 0 0.0% 0 Balanced budget. CAPITAL FINANCING COSTS 62,732,978 62,732,978 0 0.0% 0 Balanced budget. OTHER EXPENDITURE 9,699,703 9,455,261 244,442 FAV 2.5% 219,635 Underspend on miscellaneous expenditure. TOTAL EXPENDITURE 350,169,050 349,459,754 709,296 FAV 0.2% 362,649 INCOME 118,408,099 117,698,802 (709,296) ADV (0.6%) (362,649) Capital recharge under recovery (offset by vacancy savings), parking charges under recovery, reduction in Special Uplift income and waste disposal income for cardboard due to contamination issues. These under recoveries are partly offset by increased Leisure pay as you go income and increased income generated from the sale of garden waste permits. NET EXPENDITURE 231,760,951 231,760,951 0 0.0% 0 % ANALYSIS PERIOD MOVEMENT SINCE P5 NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Subjective Analysis Period 6 (01 April - 12 September 2025) Enterprise & Communities CATEGORY ANNUAL BUDGET FINAL OUT- TURN FINAL OUT-TURN VARIANCE [4] Page 189 of 224
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APPENDIX 3 [1] [2] [3] [5] [6] [7] £ £ £ £ ROADS MAINTENANCE CONTRACTOR 13,054,558 13,120,269 (65,711) ADV (0.5%) 27,279 Minor variance. BUSINESS SUPPORT GRANTS 488,635 488,635 0 0.0% 0 Balanced budget. HOMELESS SUPPORT FEES 1,406,343 1,406,343 0 0.0% 0 Balanced budget. PAYMENTS TO OTHER BODIES - GENERAL 1,536,448 1,506,368 30,081 FAV 2.0% (33,952) Minor variance. PAYMENTS TO CONTRACTORS - ROADS MAINT 1,076,997 1,077,672 (675) ADV (0.1%) (675) Minor variance. SUB-CONTRACTOR PAYMENTS 205,836 295,850 (90,014) ADV (43.7%) (6,904) Minor variance. AGENCY FEES 346,567 885,137 (538,570) ADV (155.4%) 189,524 Overspends in Waste Management and Fleet to cover vacancies. PUBLIC ANALYST FEES 304,546 304,546 0 0.0% 0 Balanced budget. PRIVATE SECTOR HOUSING GRANTS 128,786 128,786 0 0.0% 0 Balanced budget. TOTAL EXPENDITURE 18,548,716 19,213,606 (664,889) ADV (3.6%) 175,272 PERIOD MOVEMENT SINCE P5 ANALYSIS [4] NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Payments to Other Bodies Period 6 (01 April - 12 September 2025) Enterprise & Communities CATEGORY ANNUAL BUDGET PROJECTED OUT-TURN PROJECTED OUT-TURN VARIANCE % Page 190 of 224
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APPENDIX 4 Value % Local Heat and Energy Efficiency Funding 45 30 75 21 45 60.0% 0 0 45 Consultancy spend for LHEES program Carbon Mgt - Salix repayment 120 0 120 120 120 100.0% 0 0 120 Carbon Mgt - Salix repayment Property valuations 224 0 224 103 224 100.0% 0 0 224 Consultancy for Valuation process Timing delay Scott House Asset Mgt saving 173 0 173 173 173 100.0% 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 240 240 479 111 240 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 11 30 100.0% 0 0 30 Maintenance of renewable heating systems Repairs 1,000 0 1,000 30 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 0 200 200 200 100.0% 0 0 200 Timing delay saving - Mot Income Taco Graph Testing 50 0 50 50 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 370 426 796 171 370 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 1,500 692 1,500 100.0% 0 0 1,500 Home to School Transport Service Developments - Ash Dieback 397 0 397 30 397 100.0% 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 31 195 100.0% 0 0 195 Funding for works in cemetery bothies Innovation Fund Digitisation 31 102 133 0 31 23.4% 0 0 31 Cemetery Records Digitisation Recover NL - Protective Services 53 31 84 17 53 63.0% 0 0 53 Environmental Improvements Private Sector Grants to Owner Occupiers 129 0 129 11 129 100.0% 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 82 281 112 199 70.9% 0 0 199 Grant carried forward Culture Grants 180 12 192 135 180 93.7% 0 0 180 Grant carried forward. Active Schools - Sports Scotland 25 0 25 25 25 100.0% 0 0 25 Grant carried forward. Rapid Rehousing 683 0 683 209 683 100.0% 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 26 26 100.0% 0 0 26 Business Support Business Support 54 0 54 54 54 100.0% 0 0 54 Business Support LACER- Business Growth & Recovery 137 1,059 1,196 2 137 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 40 109 100.0% 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 Smith Stone - Roadworks (former capital receipt) 0 101 101 0 0 0.0% 0 0 0 Roads Upgrades linked to former capital receipt Total 9,324 8,222 17,546 2,374 9,324 53% 0 0 9,324 FINANCIAL YEAR - 2025/26 NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Status of Earmarked Reserves Enterprise & Communities Period 6 (01 April - 12 September 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 191 of 224
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APPENDIX 5 Period 6 (01 April - 12 September 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 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. DESCRIPTION OF APPROVED SAVING Page 192 of 224
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref SL/VR Date 05/11/25 Housing Revenue Account – 2026/27 Revenue Estimates From Greg Telfer, Chief Officer (Finance and Technology) E-mail telferg@northlan.gov.uk Telephone 01698 302408 Executive Summary The purpose of this report is to present to Committee information that will enable the Council to set its Housing Revenue Account (HRA) budget and rent levels for 2026/27 and provide a Revenue Budget position for financial years 2027/28 and 2028/29. The HRA Medium Term Financial Plan was presented to the Housing Committee in August 2025 and highlighted an envisaged budget gap in 2026/27 of £12.203m. Following a review of the forecast position and planning assumptions applied, there are no material changes to report. The overall projected budget gap for 2026/27 therefore remains unchanged. Recommendations It is recommended that the Housing Committee: (1) Acknowledges the HRA reserve balances as detailed in paragraphs 2.5 to 2.7, and (2) Acknowledges that the report and the financial assumptions contained within will be presented to the Council meeting in December 2025 to approve the HRA Revenue Estimates and rent levels for 2026/27. 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 14 Page 193 of 224
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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 helps ensure that expenditure is linked to the key priorities of tenants. 1.2 North Lanarkshire Council is Scotland’s largest local authority landlord, with a housing stock of approximately 36,100. The number has increased over the last year reflecting the additions to stock through the Council’s new supply programme and buy back schemes, partially offset by the impact of tower re-provisioning. 1.3 The Council approved its 2025/26 HRA budget of £186m on 19 December 2024 with £171m (92%) funded by rental income from tenants. 1.4 The average 2024/25 weekly rent in North Lanarkshire of £92.69 is the 15th lowest amongst Scottish local authority landlords and in line with the Scottish local authority average. 1.5 Committee has received regular updates on the progress of delivering the Council’s ambitious plans for housing through the Programme of Work and specifically the Transforming Places theme with a renewed focus on transforming town centres and communities, creating places with high-quality homes and vibrant town centres. 1.6 Significant progress to date includes: • Completion of 1,629 new build homes with a further 293 on site. Sites have been identified and are at various stages of progression for a further 1,096 homes, • Expansion of the buy back scheme with 902 homes purchased through the Council Buy Back Schemes at 12 September 2025, • The approval, development and ongoing delivery of plans for investment and re- provisioning of the Council’s tower properties, • Approval of a 5 year mainstream capital programme from 2021/22 to 2025/26 that aims to deliver £315m of investment in the Council’s housing stock; greater than 20% increase from the previous 5 year planning period. 30-year Business Plan 1.7 The 30-year Business Plan included as part of the 2026/27 budget setting process is shown in Appendix 3. Finance has worked closely with Housing and the New Supply Team to confirm future investment targets to support the development and refinement of financial modelling. The 30-year Business Plan continues to demonstrate affordability and sustainability of plans based on current assumptions. Housing Benefit / Universal Credit 1.8 During the mid point of 2024/25, North Lanarkshire had over 25,000 tenants in receipt of some form of support for their housing costs, representing 71% of tenants. 43% of tenants were in receipt of the housing cost element of Universal Credit and a further 28% were in receipt of Housing Benefit. 1.9 As part of the 2024/25 Revenue Estimates the Council established a recurring Rent Assistance Fund of £1m. This has gone a long way to ensure the Council maintains a stable position for rent arrears by providing support to existing tenants to prevent them falling into arrears during the migration to Universal Credit. The arrears balance for Page 194 of 224
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current tenants has remained largely unchanged throughout the current financial year where other landlords are experiencing significant increases in current tenant arrears. 1.10 A rent increase may result in some tenants receiving a higher housing element of Universal Credit and may also lead to some existing non-claimants becoming eligible. However, unless their circumstances change, most tenants would remain responsible for the same contribution towards their rent, with the housing element of Universal Credit covering the remaining balance up to the Local Housing Allowance cap. 2. Report HRA Revenue Estimates 2026/27 2.1 Appendix 1 provides the Revenue Estimates position for 2026/27. Adjusted 2025/26 Budget 2.2 The starting point for determining the HRA revenue budget for 2026/27 is the 2025/26 budget of £186.500m. Expenditure Budget 2026/27 2.3 The 2025/26 revised base budget has been adjusted to reflect the planning assumptions detailed in the HRA Medium Term Plan 2026/27 to 2030/31 as presented to the Housing Committee in August 2025. As highlighted in the MTFP, a small change in the key assumptions can have a significant impact. The planning assumptions have been revised with no material changes reported. 2.4 As highlighted in Appendix 1, the anticipated budget gap for the HRA in 2026/27 is £12.203m. As highlighted in the MTFP this position is largely as a result of capital financing costs associated with the Council’s ambitious capital investment plans, employee cost increases linked to pay awards and the increase in pension contributions following the end of the temporary reductions and other inflationary pressures. Use of Surplus Balances 2.5 As part of its long-term HRA budget strategy, it is the Council’s policy to set aside approximately 1% of the HRA budget as a core reserve. As a result, the anticipated core reserve currently stands at £1.864m. Based on the anticipated revenue budget required for 2026/27 it is anticipated that reserve will increase to £1.994m. 2.6 Based on the most recent revenue budget monitoring position, the projected HRA reserves position at 31 March 2026 can be summarised as follows: £m Earmarked Reserves 11.902 Core Contingency Reserve 1.864 Unallocated Reserve 7.139 Projected at 31 March 2026 20.905 Table 2- HRA Projected Reserves Page 195 of 224
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2.7 Elected Members are reminded of the Council’s Reserves Policy approved at Policy and Strategy Committee in January 2020 which aims to ensure that available balances are managed and utilised in accordance with effective governance principles and continue to support financial plans which are affordable and sustainable. 2027/28 and 2028/29 Revenue Budget 2.8 Appendix 2 provides a reminder of the anticipated budget shortfalls forecast for 2027/28 and 2028/29 along with the 2026/27 position. This illustrates the longer-term financial position of the HRA. At this stage no changes have been made to the future year assumptions. Decisions taken for 2026/27 will be baselined as part of the next iteration of the MTFP. Areas of Risk and Uncertainty 2.9 As always, in preparing the Revenue Estimates there is a level of risk and uncertainty around the forecasts and assumptions made. Whilst no changes have been made to the planning assumptions since the MTFP was reported, the uncertainty and risk around them will remain. The financial impact of any deviations from planning assumptions will be monitored through existing revenue budget monitoring process during 2026/27 with any unbudgeted pressures that arise, being managed where possible through in year management action or the use of unallocated reserves with any recurring impact addressed in future MTFPs. 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 Revenue Estimates 2026/27 4.2 Appendix 2 3-Year Revenue Budget Forecast 4.3 Appendix 3 30-year Business Plan Summary Greg Telfer Chief Officer (Finance and Technology) Page 196 of 224
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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 HRA budget for 2026/27 will ensure that the Council can continue to provide a highly effective and responsive housing management service for all tenants and improve the health and wellbeing and economic outcomes of communities through the delivery of significant additional capital investment in high quality and affordable social housing. 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 implications of the 2026/27 Revenue Estimates 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? Page 197 of 224
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5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? All activities undertaken by the council are subject to risk, and in acknowledging the Council’s approved Risk Management Strategy (September 2012), 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. The Government’s proposals for welfare reform included a number of changes to the housing benefit system which presents significant financial risks to the HRA, including increasing rent arrears and cash collection costs, combined with lower levels of rental income. These risks have been increased by the current cost-of-living crisis. These risks will continue to be closely monitored throughout 2026/27 through the Council’s Financial Sustainability risk. Page 198 of 224
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5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 199 of 224
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Housing Revenue Account Appendix 1 Revenue Estimates 2026/27 £m £m 2025/26 Revenue Budget 186.500 Net Expenditure Requirements Employee Costs- Pay Award 2025/26 0.257 Pay Award 2026/27 0.830 Pension Reversal 2.612 Other Employee Costs 0.276 General Contract Inflation 1.193 CFCR Repayment 4.720 Borrowing Costs 3.567 Connectivity 0.239 13.694 Base Budget Reductions First Stop Shop Review (0.124) Expected Credit Losses (0.500) Close Cleaning (0.220) (0.844) 2026/27 Revenue Budget 199.350 Available Resources 172.352 Other Income 14.795 187.147 Recurring Budget Shortfall 12.203 Page 200 of 224
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Housing Revenue Account Appendix 2 3-Year Budget Position Forecast 2026/27 2027/28 2028/29 £m £m £m Budget Gap per MTFP 12.203 7.528 10.174 Revised Budget Gap 12.203 7.528 10.174 Page 201 of 224
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Appendix 3 30 Year Business Plan Summary 30 Year Year 2025/30 2030/35 2035/40 2040/45 2045/50 2050/55 Totals £m £m £m £m £m £m £m Average Mainstream Housing Stock 34.459 34.336 34.145 33.905 34.028 34.508 New Build Housing Stock 1.317 3.144 3.893 3.613 3.081 2.075 Average Housing stock 35.775 37.480 38.038 37.517 37.109 36.583 Capital Investment Prudential borrowing 577.851 753.160 722.051 834.793 598.497 561.587 4,047.939 Other receipts / Government Grants 121.002 116.060 69.991 0.000 0.000 0.000 307.053 Sub total 698.853 869.220 792.042 834.793 598.497 561.587 4,354.992 CFCR 120.535 115.775 115.775 115.775 115.775 115.775 699.410 Total resources 819.388 984.995 907.817 950.568 714.272 677.362 5,054.402 Loan Analysis Opening debt 560.659 1,050.592 1,646.596 2,117.282 2,618.590 2,769.926 Prudential borrowing 577.851 753.160 722.051 834.793 598.497 561.587 Principal repayment - historic debt 51.654 62.434 75.517 51.354 30.400 9.699 Principal repayment - new borrowing 36.264 94.723 175.847 282.131 416.761 556.999 Closing debt 1,050.592 1,646.596 2,117.282 2,618.590 2,769.926 2,764.815 Per house (£) - Closing Debt 29.366 43.933 55.663 69.797 74.643 75.576 Housing Revenue Account Loan Charges 264.330 444.221 689.485 912.814 1,160.129 1,295.216 4,766.195 Other Costs 765.449 865.590 966.613 1,073.518 1,198.881 1,347.827 6,217.878 Other income (73.151) (74.085) (74.085) (74.085) (74.085) (74.085) (443.576) Balance to be financed by rents 956.629 1,235.726 1,582.012 1,912.247 2,284.925 2,568.958 10,540.498 Average weekly rent (£) 101.70 126.60 158.95 193.36 236.33 270.08 Rental Income 956.629 1,235.727 1,582.014 1,912.247 2,284.925 2,568.957 10,540.498 Capital charges as a % of rent income 27.63% 35.95% 43.58% 47.74% 50.77% 50.42% Page 202 of 224
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref: NLC-SLP-24-137 Date: 05 November 2025 Contract Award for Demolition of Dunbeth Court From Stephen Llewellyn, Chief Officer (Housing) E-mail starbucks@northlan.gov.uk Telephone: Siobhan Starbuck, Contract Strategy 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 Demolition of Dunbeth Court (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 Dem-Master Demolition Ltd (the “Contractor”) at the maximum value of Five Million, Eight Hundred and Three Thousand, Seven Hundred and Ninety Six Pounds, and Twenty Five Pence (£5,803,796.25) Exclusive of VAT across the Agreements full term which is made up of a period of 75 weeks that is anticipated to commence on 17 November 2025. 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 15 Page 203 of 224
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1. Background 1.1 The Demolition of Dunbeth Court, a high-rise residential tower located in Coatbridge. The project is part of North Lanarkshire Council’s broader Tower strategy aimed at redeveloping outdated housing infrastructure to make way for a modern development. 1.2 Dunbeth Court Demolition presents significant technical challenges due to its complex construction. Survey investigations have identified the presence of Asbestos Insulating Board (AIB) bonded between structural panels, requiring specialist handling and removal. Additionally, the building is constructed using a Large Panel System (LPS), which adds further complexity to the demolition process and necessitates a contractor with proven experience in managing such structures safely and effectively. 2. Report 2.1 A dedicated group comprising technical and procurement representatives was established to develop and agree the procurement strategy for the Agreement. This collaborative approach was taken to ensure the Council could achieve maximum value and benefit from the procurement, while also securing a competent and experienced contractor capable of delivering the works safely and effectively in line with the project’s technical requirements and risk profile. 2.2 The initial estimated value of the Agreement dictated that the procurement procedure be undertaken in accordance with the Procurement (Scotland) Regulations 2016. 2.3 The procurement procedure was undertaken as a “Direct Award” from the Scottish Procurement Alliance framework agreement for New Build Housing Construction (H2) - Workstream 6 – Demolition, Decontamination and Associated Site Enabling Works. 2.4 Following the justification detailed and appraised within the associated contract strategy document, the Direct Award procedure was considered to demonstrate Best Value as the SPA framework has been formally tendered in line with Public Contract Scotland regulations with Dem-Master Demolition Ltd been the most economically advantageous tender in that process. 2.5 The tender received from Dem-Master Demolition Ltd underwent appropriate appraisal to ensure it was complete / compliant with the council’s requirements and demonstrated best value. 2.6 The scope of works includes the safe and complete demolition of Dunbeth Court, including the specialist removal and disposal of asbestos-containing materials, and the preparation of the site for future redevelopment in line with North Lanarkshire Council’s regeneration objectives. Page 204 of 224
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2.7 A timely demolition of Dunbeth Court is critical to enabling the planned redevelopment of the site. Any delays in progressing the demolition works would have the following implications: • Increased Costs: Extended project timelines would result in higher costs for both the demolition phase and the subsequent redevelopment works led by the New Supply Team. Delays may also lead to inflationary pressures and increased resource requirements. • Impact on Housing Provision and Rental Income: A delayed demolition would postpone the delivery of new housing units, directly affecting the Housing Revenue Account (HRA) through reduced rental income. This would limit the Council’s ability to meet housing demand and deliver on its commitment to providing affordable, high-quality homes for residents. 2.8 Further details of the procurement procedure is provided in Appendix 1. Financial / Budget Consideration 2.9 The maximum value of the Contract is Five Million, Eight Hundred and Three Thousand, Seven Hundred and Ninety-Six Pounds, and Twenty-Five Pence (£5,803,796.25) exclusive of VAT. 2.10 The costs associated with delivery of the Contract will be contained within the HRA Capital budget for each financial year of the Contract period. Price Stability 2.11 Pricing is fixed for the duration of the contract. 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 As part of the Agreement, the contractor has committed to delivering a range of community benefits, including the creation of new jobs and apprenticeship opportunities. In addition, the contractor will support the retention of roles established under previous contracts, helping to sustain local employment and continuity of workforce development within the area. Fair Work First and Payment of the Living Wage 2.15 Dem-Master Demolition Ltd pledged to uphold the principles of the Scottish Government's 'Fair Work First' initiative, during the initial framework tender by the Scottish Procurement Alliance. 2.16 Further information on the Living Wage status of the recommended Contractor is detailed in Appendix 1. Page 205 of 224
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Contract Management 2.17 Responsibility for managing the Agreement will lie with officers from the Capital Investment team within Housing, supported by external technical specialists as required. Contract management will be carried out in accordance with the contractual terms and supplier management protocols set out within the Agreement, ensuring robust oversight and delivery in line with Council expectations. 3. Measures of success 3.1 The Agreement will deliver the following outcomes; • Best Value will be demonstrated as outlined in Appendix 1. • The appointment of a contractor who has the experience, capability and a comprehensive health and safety plan to undertake the Demolition of Dunbeth Court in timely, efficient and safe manner. • Conclusion of a procurement procedure that is compliant with procurement legislation and internal procedures. • Delivery of a range of Community Benefits and social value. 4. Supporting documents 4.1 Appendix 1 Summary of Procurement Procedure Stephen Llewellyn Chief Officer of Housing Page 206 of 224
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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? This will be contained within the 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? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e-mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 207 of 224
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Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? This contract includes demolition of a building which obviously has a carbon impact. the contract though will ensure as much material as possible is recycled with only hazardous materials such as asbestos been disposed of. 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 against the requirement specification, this will be managed through the use of Contract Supplier Management and related scorecard and performance monitoring. • In house expertise not available to effectively manage the contract, this will be mitigated by procuring specialist consultants to support. • Supplier insolvency, this will be mitigated through financial stability checks being undertaken prior to conclusion of contract and as part of CSM. SPA also monitor supplier financials including cashflow which provides additional security should a supplier insolvency occur. Additional due diligence in terms of cashflow will be undertaken as part of the tender 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). Page 208 of 224
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If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 209 of 224
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Appendix 1 – Summary of Procurement Procedure Overview Reference NLC-SLP-24-137 Title Demolition of Dunbeth Court (HO DM 25 026) Classification Works Responsible Chief Officer and Position Stephen Llewellyn Chief Officer (Housing) Competition Governance by Value Overarching Framework Agreements terms and condition in accordance with the Councils General Contract Standing Orders Route to Market Direct Award from a Third-Party Framework Agreement Framework Agreement Title, Ref and Lot Info the Scottish Procurement Alliance framework agreement for New Build Housing Construction (H2) -Workstream 6 – Demolition, Decontamination and Associated Site Enabling Works Interest No. of Lot / Framework Agreement Appointments 1 Date ITT Package Issued (If Applicable) 24 September 2025 Direct Award Basis Best Value Assessment of Framework Contractors in Accordance with the Framework Agreement How Has “Best Value” Been Demonstrated? Following the justification outlined and appraised within the associated contract strategy document, the Direct Award procedure is considered to represent Best Value. The SPA framework has been formally tendered in accordance with Public Contracts Scotland regulations, with Dem-Master Demolition Ltd identified as the most economically advantageous tenderer through that process. The tender submitted by Dem-Master Demolition Ltd was subject to a thorough appraisal to confirm its completeness, compliance with Council requirements, and alignment with Best Value principles. Furthermore, Dem-Master has demonstrated relevant experience in managing the technical complexities associated with this specific tower structure, reinforcing their capability to deliver the works safely and effectively. They were also recently appointed to another project within the tower reprovisioning programme via an open tender process, where they were again assessed as the most economically advantageous tenderer. Benchmarking data from that procurement exercise has informed this recommendation and further supports the contractor’s suitability, ensuring the Council continues to achieve Best Value in the delivery of this project. Page 210 of 224
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Additional Comments Award Details General Overview Total / Maximum Value £5,803,796.25 Contract Duration (Weeks) 75 Contractor Registered Name(s) Dem-Master Demolition Ltd Contractor Overview Registered Local Authority Area West Lothian Council Contractor(s) Size Medium Living Wage Paying the Living Wage Yes Living Wage Accredited No Overview of Community Benefits Targeted Recruitment (TRE01) The contractor will recruit four new entrants from key priority groups. Dem-Master will work directly with the Council’s Community Benefits Officer and local employability partners to identify suitable candidates, ensuring alignment with local employability objectives. Support for Community Project (CCE02) One local community initiative will receive non-financial support, contributing to the enhancement of community assets and demonstrating a commitment to social value. Careers Event Participation (TST04) The contractor will attend or delivery one careers event. This event will support local engagement and promote awareness of career opportunities within the sector. Additional Comments Impacts Summary, Public Sector Equality Duty and Fairer Scotland Duty ☐ HR Policy Impact ☐ Data Protection Impact ☐ Environment / Carbon Impact ☒ Risk Impact ☒ Children’s Rights and Wellbeing Impact ☐ Financial Impact ☒ Legal Impact ☐ Technology / Digital Impact ☐ Comms impact ☐ Armed Forces Covenant Duty ☐ Page 211 of 224
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref JMcK/CPT Date 05/11/25 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 16 Page 213 of 224
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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 214 of 224
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Appendix 1 – Summary of Contracts Awarded
Contract Ref NLC-SLP-24-081
Title Refurbishment Retirement Housing, Phyllis Jane Court, Drummond Drive, Wishaw, ML2 8HF
Classification Works
Chief Officer, Procuring Service Area Stephen Llewellyn, Chief Officer (Housing)
Competition Governance by Value Lower Threshold Regulated Procurement, procured in accordance with The Procurement Reform
(Scotland) Act 2014 AND The Procurement (Scotland) Regulations 2016
Procurement Route Open Procedure
No. of Expressions of interest 40
No. of Bids Received 10
Award Criteria Most Economically Advantageous Tender ("MEAT") Scoring Model
Evaluation Scores – Successful 96.50%
Evaluation Scores – Unsuccessful Range From 66.33% – 90.91%
Award
Details
Value £1,492,180
Contract Duration 60 weeks
Contractor Name Clark Contracts Limited
Contractor Size Large Company
Contractor Location Renfrewshire
Status - Payment of Living Wage? Yes
Status - Living Wage Accredited? No
Impacts
this section
highlights which
impacts were
considered for
this contract
award procedure
Public Sector Equality
Duty and Fairer
Scotland Duty ☐
HR Policy Impact ☐ Data Protection
Impact ☒
Environment / Carbon
Impact ☒
Risk Impact ☐ Children’s Rights and
Wellbeing Impact ☐
Financial Impact ☒ Legal Impact ☒ Technology / Digital
Impact ☐
Communications
Impact ☐
Armed Forces
Covenant Duty ☐
Further details regarding these impacts can be obtained from the Lead Service Area / Chief Officer
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Contract Ref NLC-SLP-25-017 Title Consultant - Civica Implementation Support Classification Services Chief Officer, Procuring 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 the G-Cloud Framework. Award Criteria Best Value assessment Comments This has been procured via Direct Award approach, considering the relevant information through the Crown Commercial Services G-Cloud 14 Framework (RM1557.14), Lot 3: Cloud Support. “G-Cloud” is an Agreement established by Crown Commercial Services (“CCS”) to provide a large variety of cloud-based services from a range of suppliers under: cloud hosting; cloud software; and cloud support. The G-cloud provides the online sourcing platform for public bodies to use search parameters to narrow suppliers and/or solutions to match their core specification of requirements, then refine further through benchmarking and comparison of the potential offers/solutions. Award Details Value £200,000 Contract Duration 13 Months (initial 7 months, option to extend up to 6 months) Contractor Name Gravitas Recruitment Group Limited Contractor Size Large Company Contractor Location London Status - Payment of Living Wage? Yes Status - Living Wage Accredited? No Impacts this section highlights which impacts were considered for this contract award procedure Public Sector Equality Duty and Fairer Scotland Duty ☐ HR Policy Impact ☐ Data Protection Impact ☐ Environment / Carbon Impact ☐ Risk Impact ☒ Children’s Rights and Wellbeing Impact ☐ Financial Impact ☐ Legal Impact ☐ Technology / Digital Impact ☐ Communications Impact ☐ Armed Forces Covenant Duty ☐ Further details regarding these impacts can be obtained from the Lead Service Area / Chief Officer Page 216 of 224
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Contract Ref NLC-CPT-25-013 Title Housing Sustainment Direct Support Classification Services - Health and Social Related Chief Officer, Procuring Service Area Stephen Llewellyn, Chief Officer (Housing) Competition Governance by Value Lower Threshold Regulated Procurement, procured in accordance with The Procurement Reform (Scotland) Act 2014 AND The Procurement (Scotland) Regulations 2016 Procurement Route Direct Award for a Health or Social Related Service without seeking offers Award Criteria Best Value Approach Comments As permitted by the rules for commissioning health and social related services and within this spend threshold, the Service Area can award directly to a specialist Contractor with consideration of the needs of the service users and the need to provide a continuity of service. The appointed Contractor already provides this critical service across Lanarkshire, and this contract provides further provision for 36 months. Award Details Value £150,000 Contract Duration 36 Months Contractor Name Simon Community Scotland Contractor Size SME Contractor Location Glasgow Status - Payment of Living Wage? Yes Status - Living Wage Accredited? Yes Impacts this section highlights which impacts were considered for this contract award procedure Public Sector Equality Duty and Fairer Scotland Duty ☒ HR Policy Impact ☐ Data Protection Impact ☒ Environment / Carbon Impact ☐ Risk Impact ☒ Children’s Rights and Wellbeing Impact ☒ Financial Impact ☒ Legal Impact ☒ Technology / Digital Impact ☐ Communications Impact ☐ Armed Forces Covenant Duty ☐ Further details regarding these impacts can be obtained from the Lead Service Area / Chief Officer Page 217 of 224
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Contract Ref NLC-SLP-25-067 Title Dunbeth/Highcoats & Maxton Demolition Site Investigation Classification Services Chief Officer, Procuring 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 a Third Party Framework (Multi Contractor Framework) No. of Framework Contractors 10 Award Criteria Best Value assessment, in accordance with the Framework Information Comments This call-off was made considering the relevant technical and commercial information from the SPA CS1 – Consultancy Services Framework: Lot 1i Civil & Structural Engineers. Award Details Value £50,610 Contract Duration 3 Months Contractor Name G3 Consulting Engineers Ltd Contractor Size SME Contractor Location Glasgow Status - Payment of Living Wage? Yes Status - Living Wage Accredited? Yes Impacts this section highlights which impacts were considered for this contract award procedure Public Sector Equality Duty and Fairer Scotland Duty ☐ HR Policy Impact ☐ Data Protection Impact ☐ Environment / Carbon Impact ☐ Risk Impact ☐ Children’s Rights and Wellbeing Impact ☐ Financial Impact ☐ Legal Impact ☐ Technology / Digital Impact ☐ Communications Impact ☐ Armed Forces Covenant Duty ☐ Further details regarding these impacts can be obtained from the Lead Service Area / Chief Officer Page 218 of 224
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Contract Ref NLC-SLP-25-049 Title Measured Term Contract for Electric Heating Installations 2025-2027 Classification Works Chief Officer, Procuring 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 a Third Party Framework (Multi Contractor Framework) No. of Framework Contractors 15 Award Criteria Best Value assessment, in accordance with the Framework Information Comments This call-off was made considering the relevant technical and commercial information from the Scotland Excel Property, Maintenance & Refurbishment Framework (1821), Lot 2 Electrical. Award Details Value £1,950,000 Contract Duration 36 Months (initial 24 Months, option to extend 6 Months, further option to extend 6 Months) Contractor Name Saltire Facilities Management Ltd Contractor Size Large Company Contractor Location Bellshill 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 219 of 224
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Contract Ref NLC-SLP-24-146 Title Blackburn Housing Consultancy Appointment Classification Services Chief Officer, Procuring 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 a Third Party Framework (Multi Contractor Framework) No. of Framework Contractors 6 Award Criteria Best Value assessment, in accordance with the Framework Information Comments This call-off was made considering the relevant technical and commercial information from the City of Edinburgh Professional Services Framework - Lot 11. Award Details Value £483,108 Contract Duration 27 Months (Initial 25 months, with option to extend 2 months) Contractor Name Atkinsrealis PPS Limited Contractor Size SME Contractor Location Epsom, Surrey 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 220 of 224
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Contract Ref NLC-SLP-24-136 Title Allershaw Tower Demolition Classification Works Chief Officer, Procuring Service Area Stephen Llewellyn, Chief Officer (Housing) Competition Governance by Value Lower Threshold Regulated Procurement, procured in accordance with The Procurement Reform (Scotland) Act 2014 AND The Procurement (Scotland) Regulations 2016 Procurement Route Open Procedure No. of Expressions of interest 31 No. of Bids Received 13 Award Criteria Most Economically Advantageous Tender (“MEAT) Scoring Model Evaluation Scores – Successful 92.75% Evaluation Scores – Unsuccessful Not applicable Comments Twelve of the bids received were non-compliant / failed to meet the minimum tender requirements, therefore there are no unsuccessful tenderer scores. Unsuccessful tenderers were debriefed. Award Details Value £1,247,000 Contract Duration 12 months Contractor Name Dem-Master Demolitions Ltd Contractor Size SME Contractor Location West Lothian Status - Payment of Living Wage? Yes Status - Living Wage Accredited? Yes Impacts this section highlights which impacts were considered for this contract award procedure Public Sector Equality Duty and Fairer Scotland Duty ☐ HR Policy Impact ☐ Data Protection Impact ☐ Environment / Carbon Impact ☐ Risk Impact ☐ Children’s Rights and Wellbeing Impact ☐ Financial Impact ☒ Legal Impact ☐ Technology / Digital Impact ☐ Communications Impact ☐ Armed Forces Covenant Duty ☐ Further details regarding these impacts can be obtained from the Lead Service Area / Chief Officer Page 221 of 224
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Contract Ref NLC-SLP-24-076 Title MTC - Loft, Underfloor and Cavity Wall Insulation 2025-2027 (HO PM 24 045) Classification Works Chief Officer, Procuring 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 a Third Party Framework (Multi Contractor Framework) No. of Framework Contractors 10 Award Criteria Best Value assessment, in accordance with the Framework Information Comments This call-off was made considering the relevant technical and commercial information from the Scottish Procurement Alliance (“SPA”) Energy Efficiency Framework (Retrofit & Decarbonisation - N9), Lot 7 - Multi Disciplinary (WS2F). Award Details Value £2,000,000.00 Contract Duration 24 Months (Initial 12 Months, option to extend by 12 Months) Contractor Name Sureserve Energy Services Ltd Contractor Size Large Company Contractor Location West Lothian Status - Payment of Living Wage? Yes Status - Living Wage Accredited? Yes Impacts this section highlights which impacts were considered for this contract award procedure Public Sector Equality Duty and Fairer Scotland Duty ☐ HR Policy Impact ☐ Data Protection Impact ☒ Environment / Carbon Impact ☒ Risk Impact ☒ Children’s Rights and Wellbeing Impact ☐ Financial Impact ☒ Legal Impact ☒ Technology / Digital Impact ☐ Communications Impact ☐ Armed Forces Covenant Duty ☐ Further details regarding these impacts can be obtained from the Lead Service Area / Chief Officer Page 222 of 224
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Contract Ref NLC-SLP-25-047 Title Anvil Block Demolition Engineering Consultant Classification Services Chief Officer, Procuring Service Area Pamela Humphries, Chief Officer (Place) Competition Governance by Value The Framework terms & conditions, with adherence to the council’s GCSO 13 on 3rd party frameworks Procurement Route Call-off following Direct Award using a Third Party Framework (Multi Contractor Framework) No. of Framework Contractors 6 Award Criteria Best Value assessment, in accordance with the Framework Information Comments This call-off was made considering the relevant technical and commercial information from the Scotland Excel, Building Construction Consultancy Framework, Lot 2 Civil and Structural Engineering (09/20). Award Details Value £98,403 Contract Duration 28 Months Contractor Name G3 Consulting Engineers Ltd Contractor Size SME Contractor Location Glasgow Status - Payment of Living Wage? Yes Status - Living Wage Accredited? Yes Impacts this section highlights which impacts were considered for this contract award procedure Public Sector Equality Duty and Fairer Scotland Duty ☐ HR Policy Impact ☒ Data Protection Impact ☐ Environment / Carbon Impact ☒ Risk Impact ☒ Children’s Rights and Wellbeing Impact ☐ Financial Impact ☐ Legal Impact ☐ Technology / Digital Impact ☐ Communications Impact ☐ Armed Forces Covenant Duty ☐ Further details regarding these impacts can be obtained from the Lead Service Area / Chief Officer Page 223 of 224
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