Agenda Document Pack - Housing Committee - 18/02/2026
North Lanarkshire Council · 18 February 2026
Back to Housing Committee — 18 February 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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09 February 2026 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, 18 February 2026 at 10:00 AM which you are requested to attend. The agenda of business is attached. Rachel Blair Chief Officer (Legal & Democratic) Members : Clerk Name: Mark Hamill Clerk Telephone: 07811 294 702 Clerk Email: committee@northlan.gov.uk M McPake, A Bustard, A Ballinger, H Brannan-McVey, B Burgess, A Campbell, T Carragher, M Coyle, S Coyle, H Dunbar, T Fisher, H Gray, K Harmon, M Hughes, L Jarvie, J Jones, J Keltie, A Khan, K Larson, J Leckie, J Logue, F MacGregor, M McCulloch, F McKay, R McKendrick, A McVey, L Mitchell, L Nolan, P Patton, C Quigley, J Reddin, G Robinson, N Shevlin, A Stubbs, L Stubbs, R Sullivan, S Watson. Page 1 of 316
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Agenda 1 Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 Operational 2 New Supply Programme - Open Market Purchase Scheme Submit report by the Chief Officer (Place) providing an update on the progress of the Open Market Purchase Scheme. 7 - 14 3 New Supply Programme - Future New Build Sites Submit report by the Chief Officer (Place) seeking approval for the inclusion of development sites within the Council's new supply programme. 15 - 24 4 Local Housing Strategy Annual Progress Report 2025 Submit report by the Chief Officer (Housing and Communities) providing an update on delivering the strategic priorities and actions set out in the Local Housing Strategy 2021-2026. 25 - 96 5 Local Housing Strategy 2026-2028 Submit report by the Chief Officer (Housing and Communities) seeking approval of the new Local Housing Strategy for North Lanarkshire for 2026 - 2028. 97 - 114 6 Housing Asset Management Plan (HAMP) 2026- 2031 Submit report by the Chief Officer (Housing and Communities) seeking approval of the Housing Asset Management Plan 2026 - 2031. 115 - 182 7 Lock-up Demolition Submit report by the Chief Officer (Housing and Communities) seeking approval to demolish lock-ups at various sites throughout North Lanarkshire. 183 - 188 Performance Page 3 of 316
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8 Community Safety Hub performance and development Submit report by the Chief Officer (Housing and Communities) providing an update on the performance of the Community Safety Hub. 189 - 198 9 Strategic Performance Framework - latest performance results for Housing Submit report by the Chief Officer (Housing and Communities) providing an update on the high level performance overview for the Housing Service. 199 - 210 10 Housing and Corporate Maintenance and Investment Services Contract: Interim Report Submit report by the Chief Officer (Housing and Communities) providing an update and mid-year Performance Report on the Housing and Corporate Maintenance and Investment Services Contract 211 - 226 Financial 11 HRA - Capital Monitoring Report – 1 April 2025 to 2 January 2026 Submit report by the Depute Chief Executive reviewing the progress towards agreed spending plans with the 2025/26 HRA capital programmes. 227 - 234 12 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 2 January 2026 (Period 10). 235 - 242 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 2 January 2026 (Period 10) and illustrating the projected outturn as at 31 March 2026. 243 - 256 14 Revenue Monitoring Report – Housing Revenue Account Submit report by Depute Chief Executive providing a summary of the Housing Revenue Account financial performance for the period 1 April 2025 to 2 January 2026 (Period 10). 257 - 264 Page 4 of 316
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15 HRA Capital Investment Plan 2026/27 – 2030/31 Submit report by the Chief Officer (Housing and Communities) seeking approval of the Housing Asset Management Plan. 265 - 278 16 Former Tenant Arrears Write Off to 31 March 2024 Submit report by the Chief Officer (Housing and Communities) seeking approval to write off debt deemed uncollectable following all attempts at recovery by the Housing Rents and Court teams or considered uneconomically viable to continue pursuing. 279 - 284 17 New Housing Supply Programme – Procurement Update Submit report by the Chief Officer (Place) (1) providing and update on current procurement activity relating to the new build housing programme, and (2) seeking approval to progress procurement arrangements. 285 - 292 Contracts 18 Contract Award Report- Sheriff Officer Services 2026 - 2030 Submit report by the Chief Officer (Housing and Communities) seeking approval to award a contract for Sheriff Officer services 2026 - 2030. 293 - 302 19 Contract Award for MTC for Replacement of Controlled Door Entry Systems and Associated Works; 2025-2029 Submit report by the Chief Officer (Housing and Communities) seeking approval to award a contract for the MTC for Replacement of Controlled Door Entry Systems and Associated Works 2025 – 2029. 303 - 312 20 Contracts 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. 313 - 316 Page 5 of 316
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref PH/FD Date 18/02/26 New Supply Programme - Open Market Purchase Scheme From Pamela Humphries, Chief Officer (Place) E-mail dicksonf@northlan.gov.uk Telephone Fiona Dickson Development Officer 07581 034 779 Executive Summary The purpose of this report is to update the Housing Committee on the progress of the Open Market Purchase Scheme (OMPS). The scheme facilitates the acquisition of privately owned properties, with a particular focus on former public sector housing. This report summarises progress to date and highlights the benefits of the scheme, including its positive impact on increasing the supply of high-quality homes. Recommendations It is recommended that the Housing Committee: 1) Review the contents of this report and acknowledge the performance of the Open Market Purchase Scheme (OMPS) in increasing housing supply and improving stock condition. 2) Acknowledge that a further update will be provided to the Housing Committee in 6 months. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth Programme of Work Transforming Places Item 2 Page 7 of 316
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1. Background 1.1 The purpose of this report is to provide an update on the Open Market Purchase Scheme (OMPS), which incorporates the Empty Homes Purchase Scheme (EHPS). The primary objective of OMPS is to support the Council’s New Supply Programme by increasing housing supply in areas of demand. 1.2 In 2013, the Council introduced the Empty Homes Purchase Scheme to address issues of disrepair and mitigate the negative impact of vacant properties on surrounding areas. Since its launch, the scheme has brought 447 empty properties back into use, reducing the risk of long-term vacancy. 1.3 In February 2018, the Committee approved the development of the Open Market Purchase Scheme alongside the EHPS. To date, 393 properties have been acquired through the OMPS, which continues to be an effective means of increasing housing supply. 1.4 In November 2021, the Housing & Regeneration Committee approved an expansion of OMPS to allow the Council to acquire homes that enable common works to progress in priority blocks and allow the last remaining owner-occupier to remain as a Council tenant. Twenty-three properties have been purchased through this buy-to-rent route. 1.5 In August 2022, the Committee approved a further expansion of OMPS to include the purchase of homes from private landlords, allowing existing tenants to remain as Council tenants. This approach helps prevent homelessness and increases the Council’s housing stock. Sixty-eight properties have been purchased through this buy- to-rent route. 1.6 As Committee will be aware, the Cumbernauld housing sub-market area has the lowest proportion of social rented stock within the authority and faces significant pressure on existing provision, indicating a clear shortfall in affordable housing. While open market acquisitions are prioritised in high demand areas, the highly competitive market has made securing suitable properties challenging with many concluding at a closing date with multiple bids. 1.7 Summary of Total purchases: Route to Scheme Total Properties Empty Homes Purchase Scheme (EHPS) 447 Open Market Purchase Scheme (OMPS) 393 Buy to rent (Last owner + Landlord) 91 Total 931 2. Report 2.1 The Open Market Purchase Scheme continues to deliver strong results and remains a key contributor to the Council’s housing strategy. Demand for the scheme remains high, with over 3870 applications received since the scheme was introduced. Staff also proactively engage with estate agents across North Lanarkshire to identify suitable properties available on the open market. As of 16th December 2025, 86 properties have been purchased through the scheme in 2025/26, marking significant progress toward the target of 110 acquisitions. All purchased properties are former Council or Development Corporation properties, helping to improve stock condition and Page 8 of 316
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strengthen communities. In addition, 31 properties are currently progressing through legal conveyancing. The locations of the properties purchased are outlined below: 2024/25 2025/26 Area Number of Properties Area Number of Properties Airdrie 18 Airdrie 25 Bellshill 7 Bellshill 5 Coatbridge 24 Coatbridge 15 Cumbernauld 4 Cumbernauld 5 Kilsyth 1 Kilsyth 0 Moodiesburn 2 Moodiesburn 3 Motherwell 12 Motherwell 14 Shotts 2 Shotts 8 Viewpark 3 Viewpark 3 Wishaw 19 Wishaw 8 Total 92 Total 86 2.2 Apartment size by area: 2 Apartment - 1 bedroom 3 Apartment - 2 bedroom 4 Apartment - 3 bedroom 5 Apartment - 4 bedroom Total 2024/25 12 44 33 3 2025/26 9 48 26 3 Airdrie 2024/25 1 9 8 0 2025/26 0 18 6 1 Bellshill 2024/25 1 5 1 0 2025/26 0 3 2 0 Coatbridge 2024/25 3 8 11 2 2025/26 2 6 5 2 Cumbernauld 2024/25 1 1 2 0 2025/26 1 1 3 0 Kilsyth 2024/25 0 1 0 0 2025/26 0 0 0 0 Page 9 of 316
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Moodiesburn 2024/25 1 1 0 0 2025/26 2 1 0 0 Motherwell 2024/25 2 7 2 1 2025/26 3 8 3 0 Shotts 2024/25 0 1 1 0 2025/26 0 6 2 0 Viewpark 2024/25 0 1 2 0 2025/26 1 1 1 0 Wishaw 2024/25 3 10 6 0 2025/26 0 4 4 0 2.3 Of the 86 properties acquired in 2025/26, 7 were long-term empty homes (vacant for six months or more at the time of application), which directly contributes to the Empty Homes Strategy 2026-2029. An additional 28 properties purchased were vacant for less than six months. A further 35 properties were occupied at the time of application or acquired on the open market, with owner-occupiers relocating. Four properties were purchased from owner-occupiers within flatted blocks where the Council already owned all other properties in the block. This enabled the owners to remain in their homes as council tenants. In addition, 12 properties were acquired from private landlords, allowing their tenants to become council tenants. This approach has played a key role in preventing homelessness by enabling private tenants to remain in their homes when landlords have chosen to sell. Notably, 13% of applications received so far in 2025/26 have been from landlords, reflecting their continued engagement with the scheme and its relevance in the current housing market. Summary of 2025/26 acquisition routes: Route to Scheme Total Properties Empty Homes Purchase Scheme (EHPS) 35 Open Market Purchase Scheme (OMPS) 35 OMPS – Last owner in block 4 OMPS – Landlord 12 Total 86 Page 10 of 316
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2.4 Since its introduction, the Open Market Purchase Scheme (OMPS) has proven to be a cost-effective way of increasing the Council’s housing supply. In May 2025, targeted promotional activity was undertaken, including letters sent to all the remaining single private owners of flatted blocks across North Lanarkshire to raise awareness of the scheme. To maintain and strengthen public engagement, a new advertising campaign will launch in early 2026. This will include boosted social media posts, digital and paper billboard advertising and Google Display ads, ensuring the scheme remains visible and accessible to potential applicants. 2.5 In order to increase purchase of properties for sale on the open market in high demand areas, and in particular Cumbernauld, it may sometimes be necessary to make an offer which is in excess of the home report valuation but is reflective of current market conditions. 2.6 As part of the second phase of the re-provisioning programme, 4 properties have been successfully acquired from the 15 in private ownership. All offers made to owners include home loss and disturbance payments. The New Supply team continue to proactively engage with owners in the re-provisioning programme regarding voluntary acquisition of their homes. Alternative options, such as, shared equity arrangements and house swaps, are also being explored and recommendations will be brought to a future Committee for consideration. 3. Measures of success 3.1 The acquisition of these properties helps the Council meet its Local Housing Strategy objectives to increase housing supply to meet identified need; help bring empty properties back into use, and help improve housing conditions, including energy efficiency. 4. Supporting documentation No appendices Pamela Humphries Chief Officer (Place) Page 11 of 316
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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? New Supply Programme (Equality Impact Assessment) | North Lanarkshire Council Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? A budget of £11.094m has been allocated in 2025/26 to fund the purchase and repair of properties through the Open Market Purchase Scheme, which includes a contribution of £5.280m from the Scottish Government. As at 5th December 2025, £9,621m has been spent on acquisition and repair, and £3,068m has been committed. The average purchase price of the properties acquired in 2025/26 is £92,941 with average repair and upgrade costs of £20,746 giving an average total cost of £113,687. Funding to acquire properties from owners in the re-provisioning programme will be contained within the overall OMPS budget. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? Page 12 of 316
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5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☒ No ☐ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? There are no direct technology/digital impacts directly arising from this report. All homes acquired will be upgraded to include physical infrastructure necessary for gigabit- capable connections up to a network distribution point, in line with the Councils Digital Connectivity Masterplan for affordable housing. Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 13 of 316
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5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Risk associated with the New Supply Programme is managed within the council’s project management and risk register process. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 14 of 316
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref PH/JS Date 18/02/26 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 05th December 2025, 1,629 new build homes have been completed, with a further 319 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 for the proposed inclusion 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 demolition of flats at 332-376 Bellshill Road, Motherwell. 3) Approves demolition of flats at 296-376 Watson Street, Motherwell. 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 3 Page 15 of 316
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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 90 units at Montrose Street, Motherwell including the demolition of 23 flats at Bellshill Road. • Approximately 30 units at Watson Street, Motherwell including the demolition of 41 flats. Both locations will be added to the phase 2 reprovisioning programme. 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, as part of the Affordable Housing Policy Planning obligation that applies to the site: • Up to 12 units at Lochend Road, Gartcosh. 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. 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 Appendix 1 Summary of New Build programme Appendix 2 Site Locations Pamela Humphries Chief Officer (Place) Page 16 of 316
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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? New Supply Programme (Equality Impact Assessment) | North Lanarkshire Council 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. All approved sites are factored into the 5-year HRA Capital Programme financial planning and reviewed on an annual basis. 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 17 of 316
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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. All new homes will include physical infrastructure necessary for gigabit-capable connections up to a network distribution point, in line with the Councils Digital Connectivity Masterplan for affordable housing. Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Page 18 of 316
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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. 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 19 of 316
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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 ☐ 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 20 of 316
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Appendix 1 - New Build Sites Summary (as 5 January 2026) 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 21 of 316
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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 Viewpark Laburnum Road 26 On Site Sub total 319 On site Coatbridge Bank Street 17 Tender Stage Coatbridge Kildonan Street 43 Tender Stage Cumbernauld Glasgow Road (Former Cumbernauld Village PS) 8 Planning app approved Glenboig Main Street (Former Police Station) 7 Tender Stage 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 approved 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 Tender Stage Coatbridge Tay Street (Former Pentland PS) 16 Planning app submitted 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 Glenboig Glenboig Road (Marnoch) 30 Design development underway Bellshill Hattonrigg Road 20 Design development underway Kilsyth Burngreen (Former Health Centre) 10 Design development underway Newarthill Law Drive 36 Approved at Committee - November 2025 Bellshill Motherwell Road (Former Registrars & First Stop Shop) 30 Approved at Committee - November 2025 Wishaw Coltness Site Assembly (Innerleithen Drive/ Walkerburn Drive/ North Kilmeny Crescent) 26 Approved at Committee - November 2025 Sub total 504 Design development underway Coatbridge Dunbeth 114 Design development underway Coatbridge Jackson 56 Design development underway Motherwell Coursington 84 Design development underway Wishaw Main Street (Anvil Block) 32 Design development underway Various Phase 2 Reprovisioning Sites 268 Design development underway Sub total 554 Re-provisioning sites Cumbernauld Forest Road (Phases 1-3) Community Growth Area (Bellway) 75 Off the shelf - Contract awarded Private Phase in Progress Motherwell Prospecthill Road (McTaggart Construction) 48 Off the shelf Purchase approved at Committee Harthill Balmoral Drive (Paxtane Farm) 17 Off the shelf Purchase approved at Committee New Stevenston Clydesdale Road (Former Works Site) 40 Off the shelf Purchase approved at Committee Sub total 180 Future off the shelf purchases from developers Total 3186 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 22 of 316
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Appendix 2 - General Outline of Proposed New Site Locations Montrose Street, Motherwell | Approximately 90 units Watson Street, Motherwell | Approximately 30 units Page 23 of 316
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Lochend Road, Gartcosh | Up to 12 units Page 24 of 316
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref SL/AMcG Date 18/02/26 Local Housing Strategy Annual Progress Report 2025 From Stephen Llewellyn, Chief Officer, (Housing & Communities) E-mail llewellyns@northlan.gov.uk Telephone 07939280680 Executive Summary The purpose of this report is to advise Committee of the progress made in delivering the strategic priorities and actions set out in the Local Housing Strategy 2021-2026. The Local Housing Strategy is the main overarching strategy for housing and housing related services in North Lanarkshire. It is an all-tenure document which sets the strategic direction in key areas such as homelessness, house condition, housing delivery, specialist provision, climate change and fuel poverty. The Local Housing Strategy for 2021-2026 was approved by Committee in November 2021. Local authorities are required to report on progress annually and to publish this on their website. This is the fourth and final annual progress review for the 2021-2026 Local Housing Strategy since the strategy was approved. A new Interim Local Housing Strategy has been developed covering the period 2026-2028. Recommendations It is recommended that the Housing Committee: (1) Acknowledge the progress made in this final annual report and the delivery of the actions set out in the Local Housing Strategy 2021-2026. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Item 4 Page 25 of 316
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1. Background 1.1 The Housing (Scotland) Act 2001 places a statutory requirement on local authorities to produce a Local Housing Strategy (LHS) that sets out its strategic priorities and plans for the delivery of housing and related services. 1.2 Local authorities are expected to review progress annually and to submit a copy of the review to the Scottish Government More Homes Area Team. The review must also be made available on the council’s website. 1.3 North Lanarkshire’s LHS for 2021-26 was approved by Committee in November 2021. The strategy has played an important part in delivering our ambition, set out in The Plan, to make North Lanarkshire the place to live, learn, work, invest and visit. It has been closely connected and aligned to other key plans and strategies such as the Local Development Plan, Town Visions and the Economic Regeneration Delivery Plan. 2. Report 2.1 This strategy set out the vision: “To make North Lanarkshire the place to live, through provision of high-quality housing and support in sustainable communities, that enables people to thrive and prosper” 2.2 This vision has been underpinned by seven priority outcomes which have been delivered over the period and were: • We will increase the supply of high-quality sustainable homes across tenure • Our communities are vibrant, attractive, and sustainable • We prevent and resolve homelessness effectively • We have a range of housing options and supports which promote independence, health, and wellbeing • We will tackle climate change and fuel poverty • Our homes will be fit for the future • We contribute to improving the quality and accessibility of the private rented sector 2.3 The Action Plan contains 141 separate milestones, delivering on 41 actions, with the LHS providing a framework for strategic monitoring and review. Of these milestones, 126 are complete, 2 are being carried forward into the new Interim LHS 2026-2031, and 13 are no longer applicable for various reasons and are included in the Revisions Log at the end of the Action Plan. All milestones are accounted for as indicated above and no milestones remain outstanding. 2.4 A full report on progress under each priority is included in the LHS Annual Progress Report and corresponding Action Plan (which are attached in the Appendix). Some of the key progress made in 2024/25 includes: • Target of 5,000 homes by 2035 revised upwards to 6,000 homes within the period. • 278 new energy efficient, accessible and affordable homes built by NLC. • 32 wheelchair liveable homes delivered by the council. Page 26 of 316
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• A further 293 homes under construction across 7 sites in North Lanarkshire. • 92 homes purchased through our Open Market Purchase Scheme. • Concluded the purchase of 67 properties from private landlords with sitting tenants to prevent homelessness as part of the expansion of the Open Market Purchase Scheme. • Our Strategic Housing Investment Plan (SHIP) was approved at Committee in August 2025 and sets out plans to deliver 2,048 new affordable homes in the next 5 years. • 226 council homes delivered in town centres and edge of town centre locations since April 2019/20. • Phase 2 of the re-provisioning programme is progressing well with 467 properties vacated and is ahead of schedule. • Successful blowdown of Allan, Coursington and Draffen Towers in December 2025. • Design and development activity is underway at re-provisioning sites at Dunbeth and Jackson Court in Coatbridge, Coursington in Motherwell and the Anvil block in Wishaw. • 26 long-term empty properties brought back into use in 2024/25. • Average length of stay in temporary accommodation for homeless cases that closed was 136 days and is significantly less than the 275 days nationally. • 87.81% of new homeless tenancies sustained for more than a year. • £20m generated in benefits for residents by housing staff. • Successful funding collaboration with partners to prepare for the implementation of ‘Ask and Act’ duties under the Housing (Scotland) Act 2025 to create a co-located Hub Model and work collectively to deliver wrap around and flexible support. • Re-tendered our Housing Support Services following review and re-design with new services operational from August 2025. • Extended the reach of our Housing First Team to support 73 people in 2024/25. • Award winning Children’s Champion Project at CIH Housing Awards. • From April 2022 to March 2025, 57 tenants moved to a smaller home through the incentive to downsize scheme. • Digital Connectivity Masterplan for Council Housing approved in March 2025 with new smart technology piloted planned. • Developed a long-term delivery plan to support the implementation of our Local Heat and Energy Efficiency Strategy. • Over 6,000 energy efficiency measures installed in 2024/25 including solar panels, external wall insulation, triple glazed windows, energy-efficient heating and internal insulation with £40m planned investment in 2025/26. • Secured over £1.5m from the Heat in Building’s: Area Based scheme (HIB’s:ABS) to install external wall insulation to mixed tenure blocks and non- traditionally constructed homes with £2.94m secured for 2025/26. • Investment of more than £59m to improve the quality of our homes in the past year, including £12m on roof and render, £10.8m on heating upgrades, £4.2m on kitchens and bathrooms, and £1m on home safety and security. • Granted Compulsory Purchase Orders (CPO’s) by Scottish Government for privately owned flats at Millcroft Road in Cumbernauld. • Developed and consulted on our new Housing Asset Management Plan (HAMP). • Partnership approach with Under One Roof to improve information, advice and training opportunities to private landlords. • Publication of our fourth Private Landlord Newsletter. 2.5 The LHS was a five-year plan and is about to expire and a new interim LHS is inn development for the period 2026-2031. Future progress will continue to be monitored Page 27 of 316
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and reported annually through the Local Housing Strategy Steering Group and Housing Committee. 3. Measures of success 3.1 Delivery of actions set out in the LHS Action Plan (attached in the Appendix). 4. Supporting documentation 4.1 Appendix – Local Housing Strategy Annual Progress Report 2024/25. Stephen Llewellyn Chief Officer (Housing & Communities) Page 28 of 316
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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 LHS has a positive impact on several protected characteristic areas, through the provision of improved housing and related services to meet a broad range of needs. The EqIA for the LHS was published when LHS was approved. 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 ☒ The LHS contains financial impacts. As this report is a progress report, it does not contain any direct financial impacts. If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ Page 29 of 316
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If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The LHS has a positive impact on the delivery of digital technology and connectivity through a series of previously approved projects. Further detail is set out in the progress report. Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? There are several actions in the LHS that have a positive impact on meeting our climate change targets. Progress has been made on several key actions relating to improving energy efficiency of housing stock which reduce our carbon emissions. Further detail is set out in the progress report. 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 recorded on the Service Risk Register and managed accordingly. 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 316
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Consultation and engagement with the Armed Forces Community was carried out as part of the LHS development process. This has directly informed the actions and milestones set out in the strategy. 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). A CRWIA was completed as part of the development of the LHS and identified several actions that will impact positively on the rights of children with aims to improve their health and wellbeing. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☒ No ☐ Page 31 of 316
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9 Introduction The Local Housing Strategy (LHS) 2021-26 has been the main overarching plan for housing and set out the priorities and actions we have taken to achieve our vision in the past 5 years: “To make North Lanarkshire the place to live, through provision of high-quality housing and support in sustainable communities, that enables people to thrive and prosper”. The strategy has played an important part in delivering our ambition set out in The Plan to make North Lanarkshire the place to live, learn, work, invest and visit, and has been closely connected and aligned to other key plans and strategies such as the Town Visions, the Local Development Plan and the Economic Regeneration Delivery Plan. The current LHS actions have helped to deliver real improvements to people’s lives, by: • building much needed new affordable homes, reducing poverty, boosting the local economy, and improving outcomes. • Improving the quality and energy efficiency of housing, reducing fuel poverty and helping to achieve our net-zero climate change target. • delivering a range of support services to help people achieve their potential, be healthy and included. • helping create sustainable and attractive communities, through tackling empty homes and low demand and regenerating areas and places. This is the fourth and final annual report on progress for the 2021-2026 LHS and as a result is slightly shorter than usual focussing on key highlights and achievements. Strategic Context Under the Housing (Scotland) Act 2001, local authorities are legally required to develop and implement a Local Housing Strategy (LHS), supported by an assessment of housing need and demand. The LHS sets out the strategic direction, policies, and plans that enable the council and its partners to invest in delivering high-quality, affordable housing and related services across all tenures to meet identified needs. It must address key priorities such as tackling homelessness, responding to the housing emergency, reducing fuel poverty, improving housing conditions, and progressing towards Scotland’s net zero target. Additionally, housing is expected to play a role in supporting the effective integration of health and social care. Page 33 of 316
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10 Our Priorities: The 2021-26 LHS has seven priority outcomes: Priority Action 1 We will 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 Promoting 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 ������� Progress on the seven priorities is outlined in this report highlighting key successes and challenges. The action plan indicates the status of each action. Some actions have had activity completed and have now become business as usual and have therefore been marked as complete. There are two actions which have not yet concluded and will be carried forward. HOUSING DELIVERY PRIORITY 1: WE WILL INCREASE THE SUPPLY OF HIGH-QUALITY SUSTAINABLE HOMES ACROSS TENURES New Supply Affordable Housing Since the previous progress report, the council’s target for new homes was revised from 5,000 to 6,000 units to be delivered by 2035. This positive adjustment reflects the strategic expansion of the new supply programme, which was formally approved by Housing Committee in February 2025 and was in response to rising demand. The revised target aims to address affordability challenges and ensure sufficient supply of high-quality homes to meet future needs. The number of new energy efficient and accessible homes delivered by NLC in the past year is 278. 33 wheelchair homes have been delivered over the period by the Council and RSL partners and brings the total number of wheelchair liveable homes delivered by March 2025 to 211. We are on-site with seven developments, including a town centre site in Motherwell as well as land linked to our tower re-provisioning programme in Coatbridge and is despite ongoing global and market/supply issues and inflationary cost pressures. We Page 34 of 316
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11 currently have 293 homes under construction within the sites below, three of which are due to complete in the first few months of 2026. Site Name Area Number of Homes Completion Date Graham Street (NLP, Conversion) Airdrie 2 By March 2026 Northburn Avenue (Shop conversion) Airdrie 1 January 2026 Thorn Road Bellshill 26 March 2026 School Street (former Columba HS) Coatbridge 127 October 2027 Coshneuk Road Millerston 17 June 2026 Former Motherwell Town Hall Motherwell 20 October 2026 Dunottar Avenue (Shawhead re-provisioning) Coatbridge 100 November 2027 We continue to embed community benefits into every council new-build contract to create opportunities for residents through work experience, skills development, training, and employment. We also strengthen local businesses by enhancing supply chain links and through collaboration, we strive to maximise the opportunities delivered by the new supply programme. Community Benefits – Community Re-purposing Challenge with School pupils as part of Motherwell Town Hall re-development Our RSLs partners have delivered 81 affordable homes over the past year, increasing the total number of new affordable homes built in the year to 3591. 1 359 new homes includes both council and RSL partners in 2024/25. Page 35 of 316
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12 In 2024/25, we brought 92 homes back into use through our Open Market Purchase Scheme (OMPS) and a further 66 have been purchased as at the end of October 2025, bringing the total number of homes purchased to 911 since the scheme began. By November 2025, we have also concluded the purchase of 67 properties from private landlords with sitting tenants to prevent homelessness. Property purchased through our OMPS At the end of March 2025, NLC have delivered 2,540 affordable homes since 2010/11 which confirms we are on track to achieve the target of delivering 6,000 new, affordable rented homes by 2035. Combined with our RSL partners, 4,1542 affordable homes have been delivered in North Lanarkshire since 2010/11. Off-the-Shelf new affordable homes in Chryston NLC new build homes at Castlehill Road Work has continued to increase the provision of alternative tenures, to help meet the broader range of housing needs and create diverse and inclusive communities. Ways in which the council can provide Mid-Market Rent (MMR) Homes has been explored for several years, recognising the key role MMR homes have in boosting population and economic growth, town centre regeneration and meeting the needs of people on low to modest incomes who do not receive high priority for social housing and who struggle to afford market rents or home ownership. Mid-Market Rent feasibility has progressed, with development of a business case and options appraisal exercise to determine the preferred delivery vehicle. 2 At 31 March 2025 Page 36 of 316
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13 Our Strategic Housing Investment Programme (SHIP) for 2026/27-2030/31 was approved by Committee in August 2025 and sets out plans to deliver over 2,048 new affordable homes in the next five years, helping regenerate local communities and support the economy by creating new jobs. PLACEMAKING AND COMMUNITIES PRIORITY 2: OUR COMMUNITIES ARE VIBRANT, ATTRACTIVE AND SUSTAINABLE Our key Town Centre Ambition projects are proceeding with Town Action Plans (TAP’s) developed for the six towns of Airdrie, Bellshill, Kilsyth, Motherwell, Wishaw, and Shotts. These plans outline short, medium, and long-term development and chart a clear path toward creating vibrant, mixed-use town centres that better serve the needs of local communities and will deliver new affordable homes on key vacant and derelict sites. An action plan for Coatbridge is being delivered through the Plan for Neighbourhoods, which is a UK Government-approved framework to unlock £19.5 million in Pride in Place funding over the next ten years. A Regeneration Plan has been approved by the Coatbridge Town Board covering the decade to 2036, alongside an associated Investment Plan for the first four-year period, with the delivery phase due to commence from April 2026. Community consultation will be ongoing to influence and shape priorities and future investment plans. A Masterplan for the Cumbernauld area is being progressed to guide the long-term transformation over the next decade and includes opportunities for new homes. This plan outlines the major redevelopment required, including the complete replacement of The Centre with a new town centre that will feature a town hub offering education, health, community, and leisure facilities, along with enhanced public transport links and modern, purpose-built retail and commercial spaces. It is anticipated that a design team will be procured, and the master planning process will commence in 2026. Ongoing engagement with the public and key stakeholders will continue to shape priorities as the regeneration progresses. Page 37 of 316
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14 In the past year, 48 new affordable homes have been delivered within the town centre of Motherwell at Brandon Street. Completed new affordable homes at Brandon Street, Motherwell Considerable progress is being made in the construction of 20 homes at Motherwell Town Hall, which is due to complete in the autumn of 2026. Construction underway at Motherwell Town Hall We’re also supporting regeneration and transformation of prominent sites at the former Council building in Kildonan Street, properties on Bank Street in Coatbridge and Coats House in Airdrie and will preserve elements of architectural importance where achievable. This new build activity brings the total of new council homes built in town centres to 226 since April 2019/20 and brings the cumulative total for new council and RSL rented homes in that period to 884. Since 2010/11, a total of 1,767 social rented homes has been delivered in or on the edge of town centres (within a 10-minute walk). Repopulating our town centres via the promotion of town centre living and increasing the availability of homes for social rent within town centre areas is a key priority. Page 38 of 316
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15 Some key progress over the period includes: Project Description Brandon Street, Motherwell Completion of 48 homes featuring ground source heat pumps Old Town Hall, Motherwell Conversion of the Grade C listed building into 20 residential units Bank Street, Coatbridge Plans to deliver 16 flats Kildonan Street, Coatbridge Re-design of former Municipal Buildings into 43 flats for social rent Wishaw Town Centre Sites Four sites (Caledonian Rd, Graham St, King St, Stewarton St) into 51 new affordable homes Coats House, Airdrie Design and re-development plans to provide residential accommodation We are progressing with our re-provisioning programme and helping to create more affordable homes where people want to live. As of November 2025, 1,532 of the 1,750 properties in Phase 1 have been vacated. However, 214 properties were re- purposed, mostly to support the Ukrainian Resettlement Scheme and a small number to provide temporary accommodation for people experiencing homelessness. We were successful in the blowdown of three tower blocks in Motherwell (Allan, Coursington and Draffen) on 7th December 2025 and have plans to build new homes on the site in due course. Blowdown of Allan, Coursington and Draffen Towers in Motherwell. Design and development activity is underway for several re-provisioning sites at Dunbeth and Jackson in Coatbridge, Coursington in Motherwell and the Anvil block in Wishaw. We are also currently on- site at Dunotter Avenue as part of the re- provisioning of Shawhead which will provide 100 new affordable homes. Demolition of Jackson Court, Coatbridge Page 39 of 316
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16 Phase 2 of the re-provisioning programme includes 1,010 properties, with 467 already vacated and is ahead of schedule. There are currently 15 private owners within these blocks, and the council has purchased 4 properties to date. In the meantime, we continue with our programme to invest in fire safety initiatives for tower properties and have completed the installation of sprinkler systems to 13 towers with two due for completion in January 2026. A total of 26 long-term empty properties were brought back into use in the private sector last year, with a further 38 purchased for use as social housing through the Empty Homes and Open Market Purchase Schemes in 2024/25. We were successful in securing funding from the Scottish Government to support the recruitment of a second Empty Homes Officer. The two officers will collaborate with colleagues from Building Standards, Environmental Services and Planning to bring properties back to habitable condition. PREVENTING AND ADDRESSING HOMELESSNESS PRIORITY 3: WE PREVENT AND RESOLVE HOMELESSNESS EFFECTIVELY The Housing (Scotland) Act 2025 was given Royal Assent on 6th November 2025 which aims to improve the protections and rights of tenants through ‘rented sector reforms’ and ‘prevention of homelessness’. Some elements of the Act will be introduced in Spring of 2026, but this does not include the homelessness ‘ask and act’ prevention duties, although timelines for implementation have not yet been agreed as secondary legislation is required to enable these elements to be progressed and may include consultation seeking views on the legislative process and wider likely practical impacts that may need to be considered. As part of the implementation of the Housing (Scotland) Act 2025, funding was made available by the Scottish Government to pilot potential innovative approaches as part of a ‘test of change’ to prevent homelessness. We recently collaborated with partners and were successful in our funding bid to create a Hub model where all partners are co-located and will work collectively to provide wrap around and flexible support to individuals with the aim of providing safer and more effective pathways that prevent homelessness. This project will be progressed in 2026. Page 40 of 316
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17 Our Income Maximisers continue to work in partnership with the Council’s Tackling Poverty Team and Welfare Rights to complete financial health checks and Housing Officers have generated more than £20m in additional benefits for residents in 2024/25. Our Universal Credit Assistance Fund continues to help tenants who fall into rent arrears due to built-in waiting times for Universal Credit payments. We have continued to deliver several Rapid Rehousing Transition Plan (RRTP) partnership projects funded by North Lanarkshire’s Alcohol and Drugs Partnership (NLADP) including our Family Plus Project which provides housing support to families and young people affected by domestic abuse, addictions, and other trauma as well as a Youth Life Coach Project, to upskill young people with the practical skills and experience they need to live independently. Creative Faces also provides opportunities for therapeutic interventions to improve health and wellbeing amongst young people. We are committed to providing tailored housing solutions for Care Experienced Young People (CEYP) to prevent homelessness and periods of housing insecurity. This work involves close collaboration with Health and Social Care to develop effective pathway planning processes for CEYP in North Lanarkshire. In addition, our Youth Housing Champions play a vital role as the link between CEYP and housing teams, supporting early transition planning to ensure that no Care Experienced Young Person needs to present as homeless to secure accommodation. This project (Children’s Champion Project) was successful in winning the Marion Gibbs award for Equality in Housing at the CIH Housing Awards in November 2025. We have transitioned from our Rapid Rehousing Transition Plan (RRTP) to a Homelessness Action Plan (HAP) and recently published our first annual progress report. The plan sets out four key priorities, reaffirming our commitment to tackling homelessness by increasing the supply of affordable housing, reducing time spent in Page 41 of 316
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18 temporary accommodation, enhancing support services, and taking early action to prevent homelessness. This year, following a full redesign of our housing support services, we re- tendered our commissioned services to strengthen the provision of holistic, flexible, and strength-based support aimed at sustaining tenancies and preventing homelessness. The new service became operational in August 2025. People supported by commissioned services. We extended the reach of our Housing First Team who supported 73 people in 2024/25 and is an increase from 54 in the previous year. Alongside this is the continued delivery of the Breakthrough and Crisis Response Services with our partners ensuring people with complex needs are fully supported to prevent repeat homelessness, dis-engagement and improve wider life outcomes. We remain committed to the delivery of tailored trauma training across the council and wider partner workforce. In 2024/25, an additional 75 housing staff have been trained in trauma informed approaches. Page 42 of 316
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19 SPECIALIST PROVISION PRIORITY 4: WE HAVE A RANGE OF HOUSING OPTIONS AND SUPPORTS WHICH PROMOTE INDEPENDENCE, HEALTH AND WELLBEING The council built 32 new wheelchair homes in 2024/25 representing 11.5% of our annual new build homes. In total, 33 new social homes have been built to wheelchair standard in the last year, bringing the total new build wheelchair homes delivered by the council and RSL’s to 2113 (NLC 136 / RSL’s 75). Wheelchair accessible homes in Airdrie We continue to assess future demand and review best practice across Scotland to ensure appropriate provision. Private developers also have a specific requirement for wheelchair housing, which is being delivered as part of Local Development Plan 2 (LDP2). We have increased the supply of adaptable and accessible homes, with 3,900 council and RSL properties meeting Housing for Varying Needs standards. As part of our ongoing commitment to older people’s housing needs, we conduct annual data reviews and pressure analysis to inform future investment and improvement priorities. This ensures homes promote independence, health, wellbeing, and provide sustainable, future-proofed environments. In 2024/25, we delivered 143 new-build homes suitable for older people. To support hospital discharge and independent living, we continue to operate two resource flats. 3 at 31 March 2025. Page 43 of 316
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20 Our technology flat attracted 610 visitors this year; 194 service users and 416 staff, highlighting the positive impact of awareness-raising activities that help people live independently through technology. We have reviewed our Incentive to Downsize Scheme and have recently been granted committee approval to increase the level of financial support to those tenants who meet the under-occupancy criteria enabling them to move and free up larger homes to meet the needs of growing families. From April 2022 to March 2025, 57 tenants moved to a smaller home and qualified for the incentive payment. A further 8 tenants have met the criteria and moved home from April to December 2025. Our partnership in the Pan Lanarkshire Gypsy Traveller Group continues and an action plan is in place. Elements around negotiated stopping that can be incorporated have been implemented. FUEL POVERTY, ENERGY EFFICIENCY AND CLIMATE CHANGE PRIORITY 5: WE WILL TACKLE CLIMATE CHANGE AND FUEL POVERTY Since publishing our Local Heat and Energy Efficiency Strategy (LHEES) in December 2023, we have developed a delivery plan outlining key milestones to transform how we heat our homes. This includes introducing heat pumps and, where feasible, developing heat networks—initiatives aimed at reducing greenhouse gas emissions and tackling fuel poverty. However, the cost of installing alternative heating systems remains high and presents significant challenges, particularly as electricity prices continue to exceed those of gas. This disparity risks pushing households further into fuel poverty despite our efforts. Page 44 of 316
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21 As previously reported, we are taking a proactive approach to space and water heating in new-build homes where financially viable. For example, we installed ground source heat systems at Brandon Street, Motherwell, and delivered 19 net-zero homes at Dykehead Road, Airdrie, featuring air-source heat pumps, battery storage, and enhanced solar PV arrays. We are now monitoring these systems to assess their performance and the impact on tenants’ energy costs, helping to inform future investment decisions and support fuel poverty reduction. Net Zero Homes at Dykehead Road, Airdrie To assist households experiencing or at risk of fuel poverty, the council provides a range of advice and support services, including income maximisation, guidance on accessing funding, and referrals to organisations such as Home Energy Scotland. We are also working with the Wise Group through its Scottish Government-funded Relational Mentoring Scotland service, which matches households with mentors offering one-to-one support on issues such as managing fuel bills. We remain strongly committed to achieving net-zero targets, while acknowledging the significant challenges ahead. A key focus of our approach includes installing solar panels to harness renewable energy and delivering fabric upgrades such as insulation, cladding, and triple-glazed windows, through retrofitting existing homes wherever feasible. In 2024/25, we installed 1,250 solar panels and fitted external wall insulation to 350 of our existing homes. In addition, we have installed over 1,190 triple glazed windows and continue to install loft, cavity and underfloor insulation. Over the next five years, over 6,000 solar panels are scheduled to be installed in existing homes, with a strategic plan in place to meet our Net Zero ambitions. Page 45 of 316
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22 We continued our investment programme across mixed tenure blocks, using funding from the Scottish Government’s Heat in Buildings: Area Based Scheme (HIB’s:ABS), to install external wall insulation to flatted blocks. In 2024/25, we spent £1.5m on these improvements and have secured £2.94m for 2025/26 to continue supporting owners in mixed tenure properties as well as homes of non-traditional construction which typically present greater challenges and costs in retrofit projects. We remain committed to using this and other available funding streams to help realise our ambition of reaching Net Zero across our housing stock by 2045. (HIBs:ABS) funded property improvements: Before and after pictures of mixed tenure blocks in Coatbridge We support low-income households affected by poor energy efficiency by referring them to the ECO Flex Scheme, part of the UK-wide Energy Company Obligation (ECO) initiative aimed at improving home energy efficiency. In addition, we use the Home Energy Scotland (HES) Referral Portal to make direct referrals, enabling households to access expert advice on saving energy, reducing fuel bills, and benefiting from government-funded energy schemes. We have partnered with West Dunbartonshire Council for the ‘Can Do Green Heat Retrofit Innovation Challenge’ developed by Scottish Enterprise (SE), fully funded by Scottish Government (SG), and delivered as part of the Green Heat Innovation Support Programme. The funding will be used to develop a clean heating system for blocks of flats where space is limited and a replacement for gas boilers is required. HOUSE CONDITION PRIORITY 6: OUR HOMES WILL BE FIT FOR THE FUTURE We have invested more than £59m to improve the quality of our homes over the past year, including £12m on roof and render, £10.8m on heating upgrades, £4.2m on replacing kitchens and bathrooms, £1m on home security such as controlled entry doors and CCTV. Despite a variety of ongoing challenges and cost increases, we still plan to invest over £239m from 2026/27-2031/32. Page 46 of 316
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23 We are mindful of rising energy prices and the impact of fuel poverty and are installing heating systems which modulate heating usage when not required helping tenants save money on heating bills. Our investment in renewables has continued with the installation of solar PV panels that enable households to use electricity produced by the panels for free and only paying for any additional electricity required. Other work being completed this year includes: • roof and render upgrades • external wall insulation • windows, kitchens and bathrooms • electrical rewiring of houses and communal areas of low-rise blocks of flats The installation of sprinkler systems is progressing well, with thirteen towers completed to date and two currently in progress, scheduled for completion by January 2026. Looking ahead, we plan to install sprinklers in two further towers each financial year over the next five years as part of our enhanced fire safety measures. In addition, we are prioritising the over-cladding of two towers to ensure full compliance with fire safety and building assessment requirements. Despite challenges such as material shortages and contractor recruitment issues, the average time to re-let homes has improved by four days, now standing at 31 days, which is significantly better than the Scottish local authority average of 78 days. Our work to lead the large-scale re- provisioning of privately owned flats at Millcroft Road in Cumbernauld continues. Compulsory Purchase Orders (CPO’s) were granted earlier this year by the Scottish Government, and the council are collaborating with partner Registered Social Landlords (RSL’s) to offer re- housing options to the existing residents. Planning for the replacement new build development has also been approved. Visualisation of the new homes to be delivered at Millcroft Road, Cumbernauld We have developed and published our new Housing Asset Management Plan (HAMP), Homes for a Thriving Tomorrow, which covers the period 2026–2031 and replaces the previous plan now due to expire. This HAMP sets out how council housing will address key challenges, enhance the quality of our homes, and help make North Lanarkshire an attractive and desirable place to live. Page 47 of 316
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24 PRIVATE SECTOR HOUSING PRIORITY 7: WE CONTRIBUTE TO IMPROVING THE QUALITY AND ACCESSIBILITY OF THE PRIVATE RENTED SECTOR (PRS) We maintain a mandatory requirement for private landlords to provide an Energy Performance Certificate (EPC) for their properties. To ensure compliance, we regularly audit this process through property inspections, confirming that PRS properties meet all legal standards. In addition, our systems are routinely updated with accurate information on PRS properties, including details related to repairing and tolerable standards, properties below tolerable standard, and nuisance issues. We have issued our fourth Landlord Newsletter which provides details of relevant information, but also new legislative requirements as part of the Housing (Scotland) Act 2025 where landlords will be required to address damp and mould within their properties in 2026. We remain committed to ongoing activity with landlords to improve the sector and continue to seek landlords who may be interested in joining a PRS working group. We are working in partnership with Under One Roof to improve the availability of information and advice for private landlords. They delivered an information and training session in early November 2025 on navigating building repairs in blocks of flats and the correct processes to follow. A further session is planned for February 2026 to discuss the implementation of Awaab’s Law in relation to tackling damp and mould, and to update landlords on key legislative changes. We are also working with Landlord Accreditation Scotland (LAS) to arrange the delivery of our next Landlord Forum Event which will take place in February or March 2026. Our activity to register and monitor short-term lets such as B&B’s and guesthouses continues to ensure these properties meet all legal requirements. Page 48 of 316
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25 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 Strategic Housing Outcome 1: We increase the supply of high-quality sustainable homes across tenures Key Action 1.1 Deliver alternative tenure housing to meet a broad range of needs and deliver sustainable, inclusive and diverse communities 38 mid-market homes delivered to date Enable RSLs to deliver Mid- Market Homes to provide more mixed tenure, sustainable and diverse communities and support town visions and regeneration projects Deliver Mid- Market Homes NS Ongoing Complete Action Complete - part of usual business processes. 98 MMR homes delivered since 2010/11 (at 31 March 2025). Initial feasibility report Re-visit initial feasibility studies to determine viability of council delivery of MMR Re-freshed feasibility study BDS/NS 2023 Complete Action Complete. - Establish a Housing Delivery Partnership to deliver MMR and other alternative tenure to ensure readiness should market conditions allow for council delivery of alternative tenure Establish HDP NS/BDS 2022 Not applicable Not Applicable Page 49 of 316
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26 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 Action removed - refer to revisions table Initial feasibility report Explore use of Affordable Housing Policy to deliver shared equity housing Complete options report BDS/NS 2022 Complete Action Complete. Initial discussions held Explore Build to Rent feasibility Build to Rent explored NS/BDS Ongoing Complete Action Complete. - Carry out engagement and analysis with key workers and employers to identify further the future housing needs of key workers Engagement and Analysis complete BDS 2023 Complete Action Complete. - Develop a self- build register to be published on the council’s website Self-build register developed and published BDS/Pl 2022 Complete Action Complete. - Consider ways in which planning policy and use of public land can support delivery of self-build Methods considered BDS/Pl 2022 Complete Action Complete. Page 50 of 316
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27 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 Key Action 1.2 Improve our strategic understanding of Covid-19 on housing need and aspirations - Undertake further analysis of housing needs and aspirations as further evidence and data emerges Analysis complete BDS Ongoing Complete Action Complete. Key Action 1.3 Contribute to the strategic planning for housing in Glasgow and Clyde Valley HNDA2 Contribute to Housing Need and Demand Assessment 3 Completion of HNA3 BDS 2021/22 Complete Action Complete. HLR 2021 (under consultation) Land available for private sector Housing Supply Target (HST) 759 units per annum (based on HNDA2 to be updated to reflect HNDA3) Pl 2026 Complete Action Complete - part of usual business processes. Draft 2025 Housing Land Audit records 675 private units were completed for the HLA period 1/04/24 to 31/03/25 HLR 2021 (under consultation) Land available for social rented/ below market rent sector HST 300 units per annum (based on HNDA2 to be updated to reflect HNDA3) Pl 2026 Complete Action Complete - part of usual business processes. Draft 2025 Housing Land Audit records 347 social rent units were completed for the HLA period 1/04/24 to 31/03/25 Page 51 of 316
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28 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 HLR 2021 (under consultation) Land available for all tenure HST 1,059 units (based on HNDA2 to be updated to reflect HNDA3) Pl 2026 Complete Action Complete - part of usual business processes. Draft 2025 Housing Land Audit records 1,022 All-Tenure units were completed for the HLA period 1/04/24 to 31/03/25 Key Action 1.4 Maximise provision of affordable homes, to meet a range of housing needs SHIP 2021/22 – 2025/26 Review and update the Strategic Housing Investment Plan (SHIP) annually SHIP updated annually NS/BDS Annually Complete Complete - SHIP Produced annually. 2024 council and RSL units delivered since 2010 Deliver Affordable Housing Supply Target identified in HNDA3 300 units per annum but subject to change following progression of HNDA3 NS 2026 Complete Action Complete - part of usual business processes. 4,154 council and RSL units delivered since 2010/11 (at 31 March 2025). - Identify mismatch of supply and demand in social rented housing to inform investment priorities (linked to the council’s asset management plan) Analysis undertaken BDS 2026 Complete Complete - pressure analysis completed annually which informs investment decisions. Page 52 of 316
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29 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 Key Action 1.5 Evaluate the impact of the Affordable Housing Policy to further understand impact - Undertake evaluation of the Affordable Housing Policy Evaluation complete BDS/NS 2023 Complete Action Complete. Strategic Housing Outcome 2: Our communities and vibrant, attractive and sustainable Key Action 2.1 Help re-shape and populate our town centres Town visions developed and engagement ongoing Identify and deliver transformative town centre projects to provide new residential provision • Kildonan St, Coatbridge • Bank St, Airdrie • Motherwell Town Hall • Former Tesco Site, Wishaw • Broomknoll St, Airdrie • John Orrs Building, Southbridge St, Airdrie Complete projects NS/GT 2026 Complete Action Complete - part of usual business processes. Page 53 of 316
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30 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 Engagement on town hubs commenced Develop town centre and community hubs to support the delivery of public services and provide flexible space Complete hubs GT 2026 Complete Action Complete - part of usual business processes . Community Hub progress: Orbiston C Hub (Bellshill), St Kevin's C Hub, (Coatbridge), St Stephen's C Hub (Coatbridge), and Gartcosh C Hub (North Corridor) and in construction. Chryston High (extension) (North Corridor) is in pre- construction. Projects in Glenboig (Northern Corridor) and Ravenscraig (Motherwell) are being evaluated. Key Action 2.2 Improve connectivity of our communities through investing in physical, social and digital infrastructure Progress made on Ravenscraig Access Road - Ravenscraig South and North Deliver the City Deal Programme Projects complete GT 2026 Complete Action Complete - part of usual business processes. Demolition works concluded in March 25. Value Engineering Review took place over 24/25 and into 2025 to inform enabling works and main works for RIA S. Page 54 of 316
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31 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 Connecting NL – a Blueprint Project Deliver new opportunities for active and sustainable travel New opportunities identified Infrastruct ure and Transporta tion 2026 Complete Action Complete - part of usual business processes. Detailed design for both SNR 7 and SNR 9 is now complete. Funding is being sought after for phase 1 of SNR 7, Coatbridge to Airdrie. This section will be delivered in 25/26 if funding is secured. Further engagement and consultation are required for SNR 9 which will be carried forward in 25/26. Detailed design of active travel routes associated with the community hubs and the city deal projects have been produced, including Orbiston, Riverside, sections of SNR 8 between Newhouse and Bellshill, and sections of SNR 2 between Bellshill and Coatbridge. Page 55 of 316
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32 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 There have also been sections of the network constructed, including: - Glasgow Road (SNR 3) - Carnbroe (LNR 315) - Carlisle Road/Craigneuk Park (supports SNR 7 and SNR 3) - Motherwell Station Active Travel Routes (SNR 3). Page 56 of 316
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33 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 Implement fast, affordable digital connectivity for businesses and communities Improved digital connectivity BS 2026 Complete Action Complete - WAN project completed and closed September 2024 - Public Wi-Fi has been extended to end of October 2025 to allow the completion of a handful of sites. Fibre to the Premise and Cat5e ethernet cabling provided in council new build homes Continue to deliver digital connectivity within new build council homes All council new build homes delivered will have digital infrastructure NS Ongoing Complete Action Complete - part of usual business processes. 92% of all council new build homes since 2010/11 are digitally enabled (at 31 March 2025). Key Action 2.3 Improve economic opportunities and outcomes for all Economic Regeneration Delivery Plan approved Progress actions contained within North Lanarkshire’s Economic Regeneration Delivery Plan (2019-23) Actions complete NS/GT/BD S 2023 Complete Action Complete. Key Action 2.4 Develop and deliver the Tower Re-provisioning Programme 3 tower blocks demolished (Cheviot, Merrick and Pentland Court) Deliver Phase One comprising 1,760 demolitions with sites cleared for future investment 1,760 demolitions HP/NS 2026 Complete Action Complete - part of usual business processes. Remaining blocks scheduled for demolition by end 2026 (exc 2 blocks used for Ukraine resettlement programme) Page 57 of 316
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34 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 - Phase Two developed for implementation from 2025 Programme developed HP/NS 2024 Complete Action Complete - part of usual business processes. Blocks for demolition in Phase 2 approved. Programme prepared and agreed across the Housing service with first contract programmed for award in late 2026. Key Action 2.5 Invest in council multi-storey towers to ensure continued safety and security of tenants Programme underway Continue to review and implement where appropriate fire stopping and prevention measures and re- cladding in multi- storey towers Works complete HP 2026 Complete Action Complete - part of usual business processes. 13 tower blocks have had sprinkler systems completed. With a further 2 blocks on site. Key Action 2.6 Implement the Place Standard Tool across a wider range of settings Place-Standard Tool in use Incorporate use of the Place- Standard Tool in tenant participation settings to identify areas of improvement and improve place Place-Standard Tool in use across tenant participation groups BDS 2023 Complete Action Complete. Page 58 of 316
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35 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 Implement use of the Place- Standard Tool in existing and future housing consultation and involvement opportunities i.e. tenants conference, housing forums etc. Place-Standard Tool used across the range of housing consultation activities BDS 2024 Complete Action Complete. Key Action 2.7 Incorporate the twenty-minute neighbourhood into community development - Further implement high-quality 20- minute neighbourhoods in North Lanarkshire focussed on provision of physical, digital and social infrastructure and mapping and review of provision High-quality 20- minute neighbourhoods implemented BDS 2026 Carried Forward Action carried forward into new LHS 2026- 2031. Evidence is being gathered in relation to the identification of the key aspects of Local Living in North Lanarkshire. This work is linked with ongoing development of the Corporate Asset Register being developed out of the strategic asset review and the Open Space Strategy. Improvement Service Model is being assessed for its applicability to North Lanarkshire Page 59 of 316
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36 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 circumstances and baseline information. Key Action 2.8 Increase the number of empty homes brought back into use 197 empty homes purchased since scheme established Continue to deliver the Empty Homes Purchase Scheme 30 per annum NS 2026 Complete Action Complete - part of usual business processes. The Empty Homes & Open Market Purchase Schemes are now combined. As at 31st March 2025, a total of 412 empty homes have been purchased since scheme established. 138 empty homes brought back into use via the empty homes officer since 2018-19 Continue to work with owners and partners to bring empty homes back into use 35 per annum PS 2026 Complete Action Complete - part of usual business processes. 308 private sector empty homes brought back into use since 2018 Key Action 2.9 Tackle low demand within council stock Low Demand Analysis complete 2019/20 Update Low Demand Analysis and action plan annually Complete analysis BDS Ongoing Complete Complete - analysis is incorporated as part of a new summary report which accompanies the pressure analysis. Identify options to address low demand stock Options identified BDS Ongoing Complete Phase 2 re-provisioning underway Page 60 of 316
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37 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 Strategic Housing Outcome 3: Homelessness is prevented and resolved effectively Key Action 3.1 Implement the RRTP Homes First model developed Develop and implement Homes First service Homes First Service implemented HS/ H&SC/ BDS 2025 Complete Action Complete Forever Homes project established Carry out evaluation of ‘Forever Homes’ project Evaluation complete HS/BDS 2023 Complete Action Complete. Protocols in place Review shared protocols for young care experienced people and domestic abuse Protocols reviewed HS/BDS/H &SC 2022 Complete Action Complete. Implement SHORE standards SHORE standards implemented BDS/HS/H &SC 2023 Complete Action Complete. - Explore viability of specific services to support women with poor mental health and addictions Services explored BDS/H&SC 2024 Complete Action Complete. Discussions underway with RSL partners Agree and monitor target lets for RSLs to homeless households Targets agreed and monitoring system in place BDS/HS/RS Ls 2022 Complete Action Complete. Page 61 of 316
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38 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 Key Action 3.2 Review housing options and prevention activity S11 procedure in place Review S11 process and procedures S11 process and procedures reviewed BDS 2023 Complete Action Complete. Development of Housing Options Toolkit underway Deliver the Housing Options Training Toolkit Housing Options Training Toolkit operational BDS 2022 Complete Action Complete. Number of PAS interviews leading to homeless applications – 65.4% Embed new approaches and good practice for prevention activity Improved practice BDS/HS 2024 Complete Action Complete. Key Action 3.3 Improve housing support and accommodation services meet the needs of homeless households Housing support services commissioned Re-design of housing support services to meet needs and align with RRTP Re-design and re- tender housing support services BDS 2024 Complete Action Complete - part of usual business processes. The re- tendering of commissioned housing support services was formally approved by the Housing Committee on 7 May 2025, following a comprehensive strategic review. New contracts commenced on 1 August 2025, with Simon Community Scotland appointed to deliver supported accommodation and outreach support, and Page 62 of 316
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39 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 Blue Triangle Housing Association awarded the contract for the redesigned Viewpark service for single males. Review commenced Carry out temporary accommodation review Review complete BDS 2023 Complete Action Complete. Key Action 3.4 Collaborate with the Alcohol and Drug Partnership and RRTP partners to deliver services to people affected by substance misuse Some staff trained in trauma informed approaches Roll out workforce development programme for trauma informed approaches Trauma informed approach embedded in practice BDS 2025 Complete Action Complete - Transforming connections training being rolled out across staff teams Complete Action Complete - part of usual business processes. The number of staff completing trauma-informed training modules continues to rise. Transforming Connections training has been delivered across all four localities, with an additional four sessions scheduled from August 2025 to ensure that staff at appropriate levels have completed the required training. Page 63 of 316
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40 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 Explore options to develop additional services for homeless households with addictions Options explored BDS/ADP 2024 Complete Action Complete. Strategic Housing Outcome 4: There are a range of housing options and supports which promote independence, health and wellbeing Key Action 4.1 Increase the supply of affordable wheelchair housing 43 new build council wheelchair homes built Deliver wheelchair housing on all council new developments where feasible (where not feasible provision should be increased on other sites to achieve minimum target) 10% NS 2026 Complete Action Complete - part of usual business processes. 136 new build council wheelchair homes delivered since 2010/11 (at 31 March 2025). 32 new build RSL wheelchair homes built Deliver wheelchair housing on all RSL new build developments where feasible (where not feasible provision should be increased on other sites to achieve minimum target) 5% RSLs 2026 Complete Action Complete - part of usual business processes. 75 new RSL wheelchair homes delivered since 2010/11 (as at 31 March 2025). Page 64 of 316
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41 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 - Carry out review/ cost analysis of council new build amenity bungalows to determine scope for increasing standard to full wheelchair liveable standard Review complete NS 2022 Complete Action Complete. Key Action 4.2 Increase the supply of wheelchair housing in the private sector - Engage and work with private developers to increase awareness of the need for wheelchair accessible and liveable housing and encourage development *target to be determined following engagement with developers BDS 2022 Complete Action Complete. Key Action 4.3 Increase the supply of adaptable and accessible housing 640 council new build social rented (HfVN) homes (2019); 1,384 RSL social rented (HfVN) homes built (2019) Deliver housing for varying needs through the council and RSL new build programme 5,000 by 2035 NS/RSLs 2026 Complete Action Complete - part of usual business processes. 3,900 council and RSL new build homes meeting HfVN standards since 2010/11 to date (at 31 March 25). Page 65 of 316
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42 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 3,463 adaptations completed in 2019/20 Provide equipment and adaptations across tenure Increase H&SC 2026 Complete Action Complete - part of usual business processes. Adaptations continue to be delivered across all tenures. The new recording system is now fully operational, allowing for more accurate tracking of current year installations. Historical data remains unavailable, but service delivery has remained consistent with previous years. Carry out analysis to identify future demand for equipment and adaptations in partnership with health and social care Analysis complete and needs identified BDS/H&SC 2024 Complete Action Complete. Key Action 4.4 Increase the supply of older people’s housing 2,501 older people homes (NLC and RSL) Deliver amenity housing in council new build developments Increase NS 2026 Complete Action Complete - part of usual business processes. Continuing to deliver homes suitable for older people on NLC new build developments, where need is demonstrated. Page 66 of 316
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43 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 2,501 older people homes (NLC and RSL) Deliver amenity housing in RSL new build developments . Action removed - refer to revisions table Increase NS 2026 Not applicable Not applicable - Unfortunately this information is not collected from RSL's and cannot be reported. Initial feasibility exercise underway Explore feasibility of delivering shared equity for older people linked to the Affordable Housing Policy Feasibility exercise complete, and recommendation s made BDS/NS 2022 Complete Action Complete. Key Action 4.5 Improve the suitability of existing housing to meet the needs of older people Tender approved Complete the re- modelling/ refurbishment of Dundyvan Gardens linked corridor retirement complex Remodelling complete HP 2022 Complete Complete Initial options appraisal complete Carry out options appraisal for remaining linked corridor retirement complexes Options appraisal complete BDS/HP 2024 Complete Action Complete. Page 67 of 316
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44 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 - Develop investment strategy for linked corridor retirement complexes to improve long-term sustainability Investment strategy complete BDS/HP 2025 Complete Action Complete. - Identify new fire safety and prevention measures for implementation in retirement housing linked to the new Fire Safety Guidance for Specialist Housing Fire prevention and safety measures identified and implemented HP 2026 Complete Action Complete - part of usual business processes. Survey programmes ongoing for all complexes with outcome reports informing future works. - Implement downsizing incentives and support to help older people down-size to more suitable housing Allocation policy revised and downsizing incentive scheme implemented HS 2022 Complete Action Complete. - Carry out evaluation of impact of re- classification of sheltered housing in meeting needs Evaluation complete BDS 2024 Complete Action Complete Page 68 of 316
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45 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 - Carry out review of RSL housing support for sheltered housing and very sheltered housing Review complete H&SC 2025 (timescale revised from 2024) Complete Review completed and housing support no longer commissioned. Models of Retirement Housing now embedded. Key Action 4.6 Improve access to specialist housing Development of housing options training toolkit underway Incorporate specific housing options information in relation to specialist provision within the housing options training toolkit Housing Options Training toolkit complete and rolled out to staff BDS 2023 Complete Action Complete. ‘Making Life Easier’ developed with some housing information incorporated Incorporate further housing information in ‘Making Life Easier’ ‘Making Life Easier’ updated BDS 2025 (timescale revised from 2024) Complete Action Complete - part of usual business processes. Housing Information has been updated in MLE with ongoing collaboration between housing and health & social care teams. Further updates are planned to enhance the quality and relevance of housing content. Page 69 of 316
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46 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 - Increase awareness amongst housing staff of the wider opportunities in MLE for health and wellbeing to encourage wider ‘good conversations’ at service contact points by housing staff around health and wellbeing. Awareness increased BDS 2024 Complete Action Complete. Pilot of ‘Adapting for Change’ training carried out Progress ‘Adapting for Change’ bespoke North Lanarkshire e-learning module and group training to increase awareness of prevention and early intervention. E-learning module developed and rolled out to staff BDS/H&SC 2024 Complete Action Complete. Page 70 of 316
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47 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 Key Action 4.7 Improve the use of technology to help enable independence, inclusion and promote better outcomes Working group established to progress pilot Complete SMART Homes pilot in Kerr Grieve Court to identify potential technology options for older people’s housing Action removed - refer to revisions table Pilot complete BDS 2025 Not applicable Not Applicable Initial scoping exercise carried out Develop SMART Home standard for council new build homes to ensure digital infrastructure supports telecare, telehealth and digital connectivity requirements for the future Standard developed NS 2026 Complete Action Complete. Digital NL underway Engage in the Digital NL developments and Digital Health and Care Strategy Completion of Digital NL BDS 2026 Complete Action Complete - part of usual business processes. Have engaged in Digital NL development to produce a business case for digital connectivity. New IT system in development. Page 71 of 316
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48 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 ‘Tech flat’ developed Increase awareness and use of technology by promoting the ‘tech flat’ Increase tech flat viewings BDS/H&SC 2026 Complete Action Complete - part of usual business processes. 194 service users, 416 staff attended the flat. Working group established Transition from analogue to digital alarm services across older people’s housing Digital transition complete BDS/HP 2026 Complete Action Complete. Key Action 4.8 Enable swifter discharge from hospital and reduce delayed discharge Weekly meetings established Establish and maintain housing representation at weekly discharge meetings to prevent and resolve any housing related delayed discharges Maintain representation and identify solutions HS 2026 Complete Action Complete. Resource flats in place across 3 retirement complexes Replace resource flats within retirement complexes with mainstream accommodation to meet a broader range of hospital discharge related needs Replace flats with alternative mainstream accommodation BDS/HS 2023 Complete Action Complete. Page 72 of 316
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49 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 Monitoring system in place with H&SC review required Monitor efficacy of resource flats in meeting needs Monitoring system in place BDS/H&SC 2026 Complete Action Complete. Key Action 4.9 Improve our understanding of the housing and related support needs of ethnic minority groups and others who experience disadvantage and inequality - Implement collation of equality monitoring information across tenants' and residents’ groups and people involved in tenant participation processes Equality monitoring system in place and analysis undertaken BDS 2023 Complete Action Complete. Ethnicity, Age and Disability currently gathered Revise the Common Housing Register Form to include collation of other protected characteristics information Action removed - refer to revisions table Common Housing Register Form revised BDS 2023 Not applicable Not Applicable Corporate Equalities Group established Participate in the council’s Corporate Equalities Group Continuous participation BDS 2026 Complete Action Complete - housing specific actions are part of Corporate Equalities Group usual business processes. Page 73 of 316
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50 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 Housing Co- production Group established since 2010 Continue the Housing Co- production Group and explore expansion of the group to incorporate more members from under-represented groups Continue and expand the Housing Co- production group BDS 2026 Complete Action Complete. LGBT module developed Ensure housing staff complete LGBT training module to improve awareness of barriers and improve housing information, advice and support Action removed - refer to revisions table All housing staff complete training BDS 2024 Not applicable Not Applicable Pilots underway across 3 local authority areas Explore negotiated stopping for Gypsy Travellers Negotiated stopping procedure explored and implemented if feasible BDS 2025 Complete Action Complete - part of usual business processes. Discussed at Pan Lanarkshire Strategic Group and elements that can be incorporated have been implemented. Page 74 of 316
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51 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 Action plan developed Progress the actions contained within the Gypsy Traveller Action Plan to improve outcomes for Gypsy Travellers in North Lanarkshire Completion of actions BDS 2026 Complete Acton Complete - Pan Lanarkshire Gypsy Traveller Action Plan in place Violence Against Women Group established Work with the Violence Against Women Group to develop a Violence Against Women Strategy Strategy complete BDS 2024 Complete Action Complete. ‘Safe and Together’ training currently provided to H&SC staff Roll out ‘Safe and Together’ training for housing staff Staff trained BDS 2024 Complete Action Complete. DAART e-learning now available on the council’s e- learning platform Roll out Domestic Abuse Awareness Raising Training (online – DAART) to all housing staff Staff trained BDS 2023 Complete Action Complete. Pathway plan developed Review Care Pathways for Care Experienced Young People and for young people with complex needs transitioning from care Pathway reviewed BDS/H&SC 2024 Complete Action Complete. Page 75 of 316
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52 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 Strategic Housing Outcome 5: We will tackle climate change and fuel poverty Key Action 5.1 We begin a just transition towards a Net Zero North Lanarkshire Pilots in progress Adopt ‘as standard’ non-gas heating approaches for new council homes Adopt new approach NS 2024/25 Complete Complete Separate specifications and processes exist Integrate approach to procuring and maintaining renewable energy installations Adopt joint technical specifications for use of Air Source Heat Pumps HP/NS 2021/22 Complete Action Complete. Establish process for agreeing new technical solutions for alternative heating systems HP/NS 2021/22 Complete Action Complete. - Develop understanding of whole life costs and issues associated with the transition to low and zero carbon heat on the council and its tenants Evaluate impact of Alternative Heating pilots HP/NS 2026 (timescale changed from 2024) Complete Action Complete - part of usual business processes. Page 76 of 316
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53 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 - Investigate opportunities for district heat zones Improved understanding to inform strategic approach in LHEES CE 2022/23 Complete Action Complete. Feasibility Study underway We will work with our GCR partners to carry out a feasibility study to outline a clear route map to successfully deliver the large scale retrofit programme Route map BDS/HP 2024 Complete Action Complete. - To address skills gaps and meet the demands of the City Region new homes and green energy retrofit programmes we will develop an integrated skills employment programme for housing build and repair programmes in the GCR Skills development programme developed BDS/NS 2024 Complete Action Complete - part of usual business processes. Page 77 of 316
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54 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 Key Action 5.2 We improve the energy performance of our housing stock 100% compliance All council new builds meet NLC New Build Sustainability Standard (which is currently for Silver Aspects 1&2) 100% compliance with standards subject to annual review NS Annual Complete Action Complete - part of usual business processes. Continuing to deliver homes meeting desired Sustainability Standards. - Develop ‘route map’ for EESSH2 compliance Route map developed HP 2021/22 Complete Action Complete. 82% of homes in PRS meet EPC D (home analytics data) Enforce private rented sector energy efficiency regulations and engage with private landlords to improve compliance Local Energy Efficiency in the PRS Strategy developed PSH 2024 (timescale changed to 2026) Not applicable Action Complete - part of usual business processes. EPC recorded to ensure property meets minimum standard via landlord registration. Revised energy efficiency regulations are due to be implemented from October 2026 and relates to specific changes to EPC ratings. A-G ratings will be replaced with separate ratings for heat retention, energy costs and the type of heating system installed. Landlords are notified of these changes through Page 78 of 316
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55 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 our landlord newsletter and forums. Communication issued via landlord newsletter and annual forum which contains updates on energy efficiency alongside other relevant information. £14.5 million of EES:ABS funding invested in homes in North Lanarkshire and 1,000 +B120:I120owners assisted Manage Energy Efficient Scotland: Area Based Scheme (EES:ABS) in North Lanarkshire Dependent on annual allocation of funding - £2.78m allocated for 2021/22 HP Annual Complete Action complete - part of usual business processes. Key Action 5.3 We help households out of fuel poverty ASHP installed in 316 existing homes with further 40 new builds planned for ASHP/Solar PV/Battery Storage – data monitoring agreed for future contracts Evaluate impact of low-carbon heating on tenants’ energy use and costs to ensure ‘just transition’ Evaluate Energy Use, Effectiveness and Tenant Satisfaction HP/NS 2024/25 Complete Action Complete - part of usual business processes. 23% Improve energy efficiency and fuel poverty advice Develop strategic partnership with Home Energy Scotland BDS 2021/22 complete Action Complete. Fuel poverty advice services in place. Page 79 of 316
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56 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 Limited understanding based on national data sets Improve understanding of the extent, nature and location of fuel poverty to enable better identification of fuel poor households and target resources effectively Develop measures to better identify fuel poor households, enabling better targeting of resources BDS 2022/23 Complete Action Complete. Strategic Housing Outcome 6: Our homes will be fit for the future Key Action 6.1 Ensure social rented housing continues to meet regulatory standards - Deliver priority actions set out in Housing Asset Management Plan Actions progressed BDS 2025/26 with annual review Complete Action Complete - part of usual business processes. New HAMP Developed for period 2026-2031. Annual Review of HAMP 2024/25 complete and reported to Committee. - Develop route map to compliance for NLC housing stock Route map developed and implemented HP 2021/22 Complete Action Complete - Establish NLC/RSL asset management forum to share good practice and Forum established BDS 2022/23 Complete Action Complete. Page 80 of 316
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57 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 develop shared approach Key Action 6.2 Improve stock condition in mixed tenure and other priority blocks and estates - Develop new owner engagement strategy for mixed tenure estates Strategy developed and implemented HP/PSH 2022 Complete Action Complete. Engagement underway Complete CPOs at Millcroft and enable transformation by Sanctuary (subject to committee approval) CPOs complete and demolition undertaken NS Ongoing Complete Action Complete - part of usual business processes. CPO Confirmed and rehousing strategy is being implemented to rehouse tenants and purchase properties. - Pilot new approach to identifying and responding to priorities, using landlord registration powers to improve house condition Pilot complete PSH 2021/23 Complete Action Complete. - Explore development of a factoring support system to assist owner occupiers who fail to secure a factor Development of factoring support system explored PSH 2024 Complete Action Complete. Page 81 of 316
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58 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 - Develop a new BTS statement BTS statement HS/PSH 2026 Complete Action Complete. - Explore the use of ‘missing shares’ powers to assist owners to participate in works Missing shares powers explored PSH 2024 Complete Action Complete. - Explore the feasibility of carrying out a house condition survey to gather better data in relation to scale and extent of disrepair in the private sector Feasibility exercise complete. BDS/PSH 2026 Complete Action Complete. Key Action 6.3 Ensure owners are engaged and informed about repair and maintenance issues New Scheme of Assistance being developed Develop new Scheme of Assistance Scheme of Assistance adopted PSH 2022/23 Complete Action Complete. Page 82 of 316
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59 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 Strategic Housing Outcome 7: We improve the quality and accessibility of the private rented sector Key Action 7.1 Develop and deliver new PRS access scheme - PRS access scheme developed Action removed - refer to revisions table Scheme developed and approved BDS 2022 Not applicable Not Applicable 41 (2020) Scheme implemented and enabling better access to the PRS Action removed - refer to revisions table 20 new tenancies each year BDS Ongoing from 2022 Not applicable Not Applicable Key Action 7.2 Improve private sector housing advice - Develop and deliver e-learning training module on the PRS and ensure completion by all housing staff that deliver housing options advice Training developed and staff trained BDS 2023 Complete Online training module on Private Sector Housing Options available and updated regularly. Page 83 of 316
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60 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 - Establish local PRS champions to encourage wider improved PRS advice amongst locality housing teams Action removed - refer to revisions table At least one ‘PRS champion’ in each local housing office BDS 2023 Not applicable Not Applicable - Develop improved information for locality housing teams on the PRS in North Lanarkshire and at a locality level as part of the housing options guide PRS information developed and updated regularly for locality housing teams BDS 2023 Complete Localised information on PRS is provided as part of the PRS E- learning Module. Key Action 7.3 Work with private landlords to improve management and quality standards in the PRS 14,832 Improve registration compliance through targeting unregistered landlords and landlords whose registration has expired to ensure they register Improved registration compliance PSH Ongoing Complete Action Complete. Page 84 of 316
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61 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 - Strengthen partnerships with Police Scotland and Fire and Rescue to identify criminal activity and to take multi agency action through the locality community planning structures Improved processes for ensuring private landlords are ‘fit and proper’ PSH Ongoing Complete Action Complete. - Work in partnership with Landlord Accreditation Scotland to deliver training for private landlords and letting agents in North Lanarkshire Training delivered PSH Ongoing Complete Action Complete. - Review the current information provision for private landlords on the council website and develop enhanced and improved information which clearly outlines Information reviewed and improved PSH/ BDS 2023 Complete Action Complete. Page 85 of 316
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62 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 private landlords’ responsibilities and rights - Re-establish the bi-annual private landlord forum Private landlord forum held biannually PSH/ BDS 2022 Complete Action complete - Forums held annually and part of usual business processes. - Establish a process to regularly communicate with landlords through the landlord registration team on legislative or other policy changes of relevance Process established PSH 2022 Complete Action Complete. - Develop and issue a bi-annual private landlord e- newsletter Newsletter issued BDS/ PSH 2023 Complete Newsletter issued Winter 2025. - Strengthen our outreach and engagement with private landlords using online platforms Improved outreach and engagement PSH Ongoing Complete Action Complete - regular webinars, landlord forums and the publication of newsletters are part of usual business processes. Page 86 of 316
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63 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 - Carry out regular surveys of private landlords to understand challenges and potential solutions to improve management and quality standards in the PRS Surveys carried out BDS Ongoing Complete Action Complete - regular surveys are part of usual business processes. - Improve our understanding and intelligence of the PRS to identify issues and target resources effectively e.g. identifying properties most in need of energy efficiency measures Improved intelligence on PRS BDS Ongoing Complete Action Complete. - Scope potential gains from ‘direct interventions’ in substandard PRS properties, such as purchase and improvement in certain circumstances Scoping exercise complete. BDS 2023 Complete Action Complete. Page 87 of 316
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64 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 - Develop an engagement strategy for improving energy efficiency regulations in the PRS which will include a communications and involvement strategy and enforcement approach Engagement strategy developed BDS/ PSH 2026 (timescale revised from 2022) Complete Action Complete and part of usual business process. EPC recorded to ensure property meets minimum standard via landlord registration. Communication is issued via landlord newsletter and forum which contains updates on energy efficiency alongside other relevant information. Key Action 7.4 Improve access to the PRS - Work with private landlords to improve access to the PRS for people who are homeless and prevent PRS households from becoming homeless Improved outcomes for homeless households in the PRS BDS Ongoing Complete Action Complete - part of usual business processes. Ongoing partnership work to improve access to housing. However, affordability challenges continue to impact applicants, with rising costs contributing to financial hardship and increased risk of homelessness. Page 88 of 316
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65 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 - Establish a private landlord working group to identify ways in which the PRS could better contribute to meeting housing needs in North Lanarkshire Action removed - see revisions table Private landlord working group established BDS/ H&SC 2023 Not applicable N/A - Work with partner RSLs developing Private Lettings Services in North Lanarkshire to meet housing need better, exploring opportunities linked to RRTP Action removed - see revisions table RSL PSL service linked to RRTP BDS 2023 Not applicable Not Applicable - Review the rent deposit guarantee scheme to increase uptake Rent deposit scheme reviewed BDS 2023 Complete Action Complete. Page 89 of 316
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66 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 Key Action 7.5 Improve involvement of tenants in the PRS to improve our understanding of issues and help shape policy - Establish a PRS tenant panel as part of the tenant participation activities to identify issues, develop potential solutions and shape policy to improve the PRS Action removed - see revisions table Panel established BDS 2023 Not applicable Not Applicable Key Action 7.6 Improve advice and information to PRS tenants - Review and improve the information available for PRS tenants by working with the PRS tenant panel to identify gaps and scope for improvement Action removed - see revisions table Information reviewed and improved BDS 2024 Not applicable Not Applicable Page 90 of 316
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67 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 - Develop a communications strategy which involves greater use of social media and online platforms to increase awareness of tenants rights, responsibilities and housing options Communications strategy developed BDS/ PSH 2024 Complete Action Complete. Key Action 7.7 Support Build to Rent and Mid- Market Rent to deliver high- quality homes in the PRS - Work with employers to gather information on the housing needs of key workers Information gathered BDS Ongoing complete Action Complete. Engage with the Build to Rent sector Engagement with the Build to Rent sector BDS/ NS Ongoing Complete Action Complete - part of usual business processes. Engagement has taken place with developers and will continue to explore options through adhoc discussions Deliver Mid- Market Rent Homes with RSL partners Deliver Mid- Market Rent homes BDS/ NS Ongoing Complete Action Complete Page 91 of 316
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68 Action Baseline 2019/20 Milestone Target Lead Service Timescale Status Progress 2024/25 Key Action 7.8 Develop a longer- term strategic approach to improving the PRS - Develop and implement PRS strategy, following publication of the new national Rented Sector Strategy, to outline issues and solutions in a more detailed longer- term plan for North Lanarkshire PRS Strategy developed and implemented BDS/ PSH 2024 (timescale changed to 2026) Carried Forward Action carried forward to align with finalised Heat and Buildings Bill. Revisions Log Action Milestone Revisions Made Reason Key Action 1.1 Deliver alternative tenure housing to meet a broad range of needs and deliver sustainable, inclusive and diverse communities Establish a Housing Delivery Partnership to deliver MMR and other alternative tenure to ensure readiness should market conditions allow for council delivery of alternative tenure. Action removed Establishing a HDP should market conditions allow for council delivery in the future is not viable due to costs and governance arrangements still being required in the interim whilst a HDP is dormant. A MMR pilot site in Airdrie has been identified and work has progressed to determine the most appropriate delivery vehicle - this will be subject to approvals at future Committee. Action 4.4 Deliver Amenity Housing in RSL new build developments 2,501 older people homes (NLC and RSL) Action removed This data is not collected from RSL's and therefore cannot be reported. Page 92 of 316
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69 Key Action 4.5 Improve the suitability of existing housing to meet the needs of older people Carry out review of RSL housing support for sheltered housing and very sheltered housing Timescale changed from 2024 to 2025 Action complete. Models of Retirement Housing now embedded across all RSL's. Revised timescale required due to increased complexity and time required to complete the review working with a range of RSLs, tenants, families, carers and other stakeholders. Key Action 4.6 Improve access to specialist housing Incorporate further housing information in Making Life Easier Timescale changed from 2024 to 2025 Complete. Housing information provided for MLE. Further updates are planned and may require some I.T. updates. Key Action 4.7 Improve the use of technology to help enable independence, inclusion and promote better outcomes Develop SMART Home standard for council new build homes to ensure digital infrastructure supports telecare, telehealth and digital connectivity requirements for the future. Indicator change from 'new build technical report' to 'standard specification' Complete SMART Homes pilot in Kerr Grieve Court to identify potential technology options for older people’s housing. Action removed Action no longer applicable due to ethical issues and the council's approach to technology in the provision of older people's housing. Key Action 4.9 Improve our understanding of the housing and related support needs of ethnic minority groups and others who experience disadvantage and inequality Ensure housing staff complete LGBT training module to improve awareness of barriers and improve housing information, advice and support. Action removed LGBT e-learning module is no longer available on the council's learning platform for staff to complete. Revise the Common Housing Register Form to include collation of other protected characteristics information. Action removed Unable to collect at present due to current IT system issues. Equalities information will be included in an online form as part of the replacement for HSMS. Key Action 5.1 We begin a just transition towards a Net Zero North Lanarkshire Develop understanding of whole life costs and issues associated with the transition to low and zero carbon heat on the council and its tenants Timescale changed from 2024 to 2025 Complete. Action was delayed enabling evaluation of life costs associated with zero carbon heating systems. Page 93 of 316
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70 Key Action 5.2 We help households out of fuel poverty Enforce private rented sector energy efficiency regulations and engage with private landlords to improve compliance. Timescale changed from 2024 to 2025 Complete. Revised EPC regulations now published. See updated action. Key Action 7.1 Develop and deliver new PRS access scheme PRS access scheme developed Action removed Unable to proceed due to lack of interest from landlords Scheme implemented and enabling better access to the PRS Action removed Unable to develop a PRS Access Scheme at current time due to multiple demands on PRS stock. Key Action 7.2 Improve private sector housing advice Establish local PRS champions to encourage wider improved PRS advice amongst locality housing teams. Action removed No requirement to have PRS Champions as all housing staff have access to specific PRS training including localised information. Key Action 7.3 Work with private landlords to improve management and quality standards in the PRS Develop an engagement strategy for improving energy efficiency regulations in the PRS which will include a communications and involvement strategy and enforcement approach. Timescale changed from 2026 from 2022 Complete. Delayed whilst awaiting revised EPC regulations. See updated action. Key Action 7.4 Improve access to the PRS Establish a private landlord working group to identify ways in which the PRS could better contribute to meeting housing needs in North Lanarkshire. Action removed There is no appetite from private landlords to establish a separate private landlord working group. This has been explored at the private landlord forum, with no expressions of interest. The private landlord forum provides a way in which private landlords can work with the council to identify ways in which the PRS can meet housing needs in North Lanarkshire. Work with partner RSLs developing Private Lettings Services in North Lanarkshire to meet housing need better, exploring opportunities linked to RRTP. Action removed Proposal paper developed in 2023. Unable to develop a PRS Access Scheme at current time due to multiple demands on PRS stock. Page 94 of 316
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71 Key Action 7.5 Improve involvement of tenants in the PRS to improve our understanding of issues and help shape policy Establish a PRS tenant panel as part of the tenant participation activities to identify issues, develop potential solutions and shape policy to improve the PRS. Action removed Tenant & Resident participation is inclusive and involves tenants from across tenures, although very small numbers of PRS tenants which means establishing a PRS tenant panel is not feasible. Key Action 7.6 Improve advice and information to PRS tenants Review and improve the information available for PRS tenants by working with the PRS tenant panel to identify gaps and scope for improvement. Action removed Very small numbers of PRS tenants engaged in tenant and resident groups which means establishing a PRS tenant panel is not feasible. A survey will be issued through Gov.Delivery to seek views from PRS tenants on website content. Reviewed other LA websites to identify any areas for improvement. Key Action 7.8 Develop a longer-term strategic approach to improving the PRS Develop and implement PRS strategy, following publication of the new national Rented Sector Strategy, to outline issues and solutions in a more detailed longer- term plan for North Lanarkshire. Timescale changed to 2026 from 2024 Action carried forward to align with finalised Heat and Buildings Bill. Page 95 of 316
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref SL/MK Date 18/02/26 Local Housing Strategy 2026-2028 From Stephen Llewellyn, Chief Officer (Housing and Communities) E-mail llewellyns@northlan.gov.uk Telephone 07939280680 Executive Summary The Local Housing Strategy is an all-tenure plan that sets out the vision for the delivery of housing and housing related services. The Housing (Scotland) Act 2001 places a statutory duty on local authorities to produce a Local Housing Strategy which sets out its vision, strategy, priorities and plans for housing, supported by an assessment of housing need, demand and provision. The Scottish Government has published guidance on the development of Local Housing Strategies and what they should cover. This report seeks approval from Committee on the new Local Housing Strategy for North Lanarkshire, which covers a two-year period, 2026-2028, which has been developed in accordance with the Scottish Government published guidance, involving in depth evidence analysis alongside feedback and views from tenants, residents and key stakeholders. Recommendations It is recommended that the Housing Committee: (1) Acknowledge the development, consultation and involvement activity to develop the Local Housing Strategy. (2) Recognise that this Local Housing Strategy covers a two-year period instead of a five year period to enable better alignment with the Housing Need and Demand Assessment process and the development of the new Local Development Plan for North Lanarkshire. (3) Approve the Local Housing Strategy (action plan attached as an appendix to this report and link to the Local Housing Strategy has been issued to members under separate cover due to the size of the document). (4) Acknowledge the governance arrangements for the ongoing monitoring and review of the strategy and that annual progress reports will be reported to Housing Committee. Item 5 Page 97 of 316
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The Plan for North Lanarkshire Priority All priorities Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth Programme of Work Statutory / corporate / service requirement Page 98 of 316
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1. Background 1.1 The Housing (Scotland) Act 2001 places a statutory requirement on local authorities to produce a Local Housing Strategy (LHS) that sets out its strategy, priorities and plans for the delivery of housing and related services. 1.2 The LHS is a key corporate strategic document that contributes to our shared ambition set out in the overarching corporate plan, ‘The Plan for North Lanarkshire’. It aligns with several other plans and sets out activities which are part of the council’s wider Programme of Work – the main delivery vehicle for achieving our shared ambition of increasing prosperity and equality for all in North Lanarkshire. 1.3 The current LHS covers the period 2021-2026. The Scottish Government expects Local Housing Strategies to be prepared and submitted around every five years. 1.4 Guidance for the development of Local Housing Strategies was published by the Scottish Government in 2019. The development of this LHS has been prepared in accordance with this guidance and is informed by analysis at a local, Glasgow City Region (GCR) and national level, to draw out the specific housing issues and challenges in North Lanarkshire. 2. Report 2.1 The LHS is the main overarching plan for the delivery of housing and housing related services in North Lanarkshire, and it is set within the wider framework of The Plan for North Lanarkshire. This LHS builds on the progress achieved over the course of our last LHS which covered the period 2021-2026. It is an interim LHS which covers a shorter two-year period to help bring our LHS cycle into alignment with the development of the new Local Development Plan for North Lanarkshire and the GCR Housing Need and Demand Assessment (HNDA) cycle. This is important because it ensures that our LHS is informed by the most up-to-date, relevant data and evidence to accurately reflect the housing issues and challenges in North Lanarkshire. 2.2 This LHS is informed by the most recent GCR HNDA, published in June 2024, albeit it is recognised that within the period between developing and publishing the HNDA there have been some significant developments within housing, with the declaration of a national housing emergency and several local authority declarations. 2.3 This LHS forms a bridging strategy between our previous LHS (2021-2026) and our next LHS beyond 2028. It builds on the progress of our previous LHS and sets our plans and aspirations for housing over the next two-year period, 2026- 2028, aligning to key commitments and actions set out in other strategic plans, including the Local Development Plan, our Town Centre Regeneration plans, the Economic Regeneration Delivery Plan and The Plan for North Lanarkshire. 2.4 It is a key document that helps articulate and strengthen the contribution that housing makes to achieving our collective aspirations and ambition, setting out our vision for working with partners to create successful places, improve opportunities and reduce inequalities. It is an all-tenure plan and is broad in scope, covering the key areas of: • Homelessness • Climate change and fuel poverty • House condition • Specialist provision • Housing delivery Page 99 of 316
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• Sustainable communities 2.5 The LHS sets out our long-term vision to deliver homes in the heart of great places that meet people’s individual needs, alongside housing related support and services that promote health, wellbeing and opportunity. Our vision, informed by North Lanarkshire’s housing context and by working with our tenants, residents and partners is: ‘Affordable and sustainable living for all A North Lanarkshire where every individual has access to safe, affordable and sustainable housing, fostering vibrant communities and enhancing quality of life’ 2.6 It is built around the following four strategic priorities: 1. Deliver more homes at the heart of great communities 2. Provide sustainable and high quality homes 3. Prevent and eradicate homelessness 4. Support independence, health and wellbeing 2.7 Our vision and priorities are also shaped by other key plans and strategies as outlined in 2.3 and underpinned by other related supporting housing plans and strategies, such as the Temporary Accommodation Strategy, the Homelessness Action Plan, the Housing Asset Management Plan, the Strategic Housing Investment Strategy and the Tenant Participation Strategy. 2.8 These priorities are achieved by the delivery of actions which are set out in the LHS Delivery Plan, included as an Appendix to this report. 2.9 The development of the LHS priorities and actions have been informed by public and partner stakeholder consultation, with the draft consultative LHS published in October 2025 for a period of 12 weeks for public consultation. A range of consultation opportunities to inform the final strategy were provided, which included: • Online early engagement survey to inform priorities and actions • Online survey on the draft LHS • Tenant’s newsletters • Tenants’ and Residents’ Conference • Community Board Session • North Lanarkshire Federation of Tenants’ and Residents’ consultation workshop • Partnership meetings and forums • Online consultation workshops • In person consultation drop in sessions at Community Hubs and Libraries • Dedicated email box 2.10 The draft LHS was submitted to the Scottish Government for formal feedback and peer review in October 2025 and discussion with Scottish Government officers on the strategy has been held with formal feedback expected in March 2026. 2.11 The development of the LHS has been overseen by the LHS Steering Group, which meets quarterly and includes representatives from council services, Health and Social Care North Lanarkshire, and a local housing association. Progress on the LHS will be monitored regularly and reported on an annual basis, published on the council’s website and overseen by LHS Steering Group. Relevant key actions and indicators will also be reported as part of the wider corporate performance monitoring arrangements and Programme of Work. Page 100 of 316
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3. Measures of success 3.1 Implementation of the LHS covering the next two year period and delivery of the actions as set out in the delivery plan. 4. Supporting documentation 4.1 Appendix – The Local Housing Strategy 2026-2028 Delivery Plan. Stephen Llewellyn Chief Officer (Housing and Communities) Page 101 of 316
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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? Positive impacts have been identified for several protected characteristic areas, including age, people with disabilities, ethnic minorities, and women. These impacts arise primarily due to the provision of new affordable homes and housing related services and supports which target specific groups which experience disadvantage. 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? Resource impacts associated with increasing affordable housing provision are set out in the Strategic Housing Investment Plan. 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? There is a legislative requirement to produce a LHS every 5 years. There is other legislation that relates to specific housing provisions/elements of the LHS, such as homelessness – these are considered throughout the strategy. Page 102 of 316
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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? There are actions contained within the strategy action plan that seek to improve the energy efficiency of homes which will have a direct impact on reducing carbon emissions. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Risks associated with the LHS are recorded on the Service’s Risk Register. Risks relate to failure to deliver/achieve LHS actions which impact on our overall ability to deliver on the council’s shared ambition. Page 103 of 316
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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 LHS reflects the specific housing challenges that the Armed Forces Communities face and sets out support provided to the military community, veterans and their families. 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 LHS has a significant impact on children, young people and families, which relate to several UNCRC articles, including right to adequate housing, right to health, right to education, voice of the child and protection from harm. Impacts identified are positive through the provision of affordable homes, improved digital connectivity and house condition. Improved and new supports and services targeted at young people and wider initiatives that impact positively across all population groups also have a positive impact. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☒ No ☐ Page 104 of 316
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Appendix 1 – Local Housing Strategy 2026-2028 Delivery Plan Local Housing Strategy (LHS) Priorities North Lanarkshire Council Corporate Priorities LHS Strategic Priority 1: deliver more homes at the heart of great communities LHS Strategic Priority 2: Provide Sustainable and High- Quality Homes LHS Strategic Priority 3: Prevent and eradicate homelessness LHS Strategic Priority 4: Support independence, health and wellbeing • Ensure a housing mix that support social inclusion and economic growth (1) • Refocus our town centres and communities to be multi-functional connected places which maximise social, economic and environmental opportunities (2) • Market and promote North Lanarkshire as the place to live, learn, work, invest, and visit (4) • Grow and improve the sustainability and diversity of North Lanarkshire’s economy (5) • Enhance collaborative working to maximise support and ensure all our children and young people are included, supported, and safe (7) • Invest in early interventions, positive transitions, and preventative approaches to improve outcomes for children and young people (9) • Engage with children, young people, parents, carers, and families to help all children and young people reach their full potential (10) • Ensure our residents are able to achieve, maintain and recover their independence through appropriate supports at home and in their communities (12) • Improve preventative approaches including self-management and giving people information and choice over supports and services (13) • Ensure the highest standards of public protection (14) • Ensure our digital transformation is responsive to all people’s needs and enables access to the services they need (18) • Improve engagement with communities and develop their capacity to help themselves (19) • Improve the involvement of communities in the decisions, and development of services and supports, that affect them (20) • Continue to identify and access opportunities to leverage additional resources to support our ambition (21) • Review and design services around people, communities, and shared resources (24) • Ensure intelligent use of data and information to support fully evidence based decision making and future planning (25) • Build a workforce for the future capable of delivering on our priorities and shared ambition (23) Page 105 of 316
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LHS Strategic Priority 1: Deliver more homes at the heart of great communities Action Milestone Timescale Lead/Partners Ambition Statement We will increase the number and range of homes available, to meet a broad range of needs Unlock sites to deliver the homes North Lanarkshire needs in the right places through reviewing the housing land supply to identify constraints and deliverability Annual NLC/Private developers 1, 2, 4, 5 Work with external bodies to access more land for housing Annual NLC/External partners 1, 2, 4, 5 Continue to identify new sites working with our RSL partners to increase the provision of affordable housing Annual NLC/RSLs 1,2, 4, 5 Deliver 6,000 additional council affordable homes by 2035 Annual NLC 1, 2, 4, 5 Deliver additional housing association homes through the SHIP Annual NLC/RSLs 1, 2, 4, 5 Continue to explore the feasibility of MMR homes in town centres and other key strategic sites Annual NLC 1, 2, 4, 5 Work with private landlords to improve access to the PRS, maximising the key role the PRS has in providing flexibility and choice as well as meeting housing needs Annual NLC/Private landlords 1, 2, 4, 5 Develop and implement an Empty Homes Strategy to increase the amount of empty homes brought back into use 2026 NLC 1, 2, 4, 5, 21, 25 Continue to expand our ‘buy back’ scheme to incorporate new ways to further increase the supply of affordable homes Annual NLC 1, 2, 4, 5, 21, 25 Review the technical evidence and data on housing pressure across North Lanarkshire to inform the position on the Affordable Housing Policy 2027 NLC 25 Page 106 of 316
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LHS Strategic Priority 1: Deliver more homes at the heart of great communities Action Milestone Timescale Lead/Partners Ambition Statement Continue to develop new and improved ways to use data to inform long-term investment/re-provisioning strategies Annual NLC 25 Regenerate our town centres and communities, to create vibrant, mixed-use, sustainable places that support local living, investment and place making Progress the town centre action plans for Airdrie, Motherwell and Wishaw, Bellshill, Kilsyth and Shotts Annual NLC 1, 2, 19, 20 Engage and involve local communities to develop a master plan for Cumbernauld town centre and a long-term plan for Coatbridge town centre Annual NLC 1, 2, 19,20 Proactively acquire town centre properties engaging with local property/landowners Annual NLC/Property owners 1, 2, 4 Continue with the wider regeneration of the Gowkthrapple area Annual NLC 1, 2, 19,20 Continue to implement phase 2 of the Tower Reprovisioning Programme Annual NLC 1, 4, 25 Explore new ways to market/promote awareness of town centre developments, alongside creation of new town centre letting areas to improve allocation processes Annual NLC 1, 2, 4, 25 Consider the role of town centres in meeting the needs of key workers Annual NLC 1, 2, 4, 21, 25 Invest in infrastructure to deliver the connectivity that Progress key infrastructure projects supported by Glasgow City Region City Deal at Ravenscraig, Eurocentral, Orchard Farm and the East Airdrie Link Road Annual NLC 21, 25, 4 Page 107 of 316
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LHS Strategic Priority 1: Deliver more homes at the heart of great communities Action Milestone Timescale Lead/Partners Ambition Statement North Lanarkshire needs to realise its potential Further develop the business case to provide digital connectivity to council tenants to improve wider economic, social and health benefits for the people and communities of North Lanarkshire 2026 NLC 18 LHS Strategic Priority 2: Provide sustainable and high-quality homes Action Milestone Timescale Lead/Partners Ambition Statement Improve the condition of homes across tenures Implement the actions set out in the new HAMP Annual NLC 1, 2, 4, 5, 21, 23, 25 Continue to develop a business case for the provision of digital connectivity for all council tenants and as part of this, provide home technology which improves maintenance and asset management Annual NLC 18, 20,19 Improve registration compliance through targeting unregistered landlords and landlords whose registration has expired to ensure they register Annual NLC 1, 25 Facilitate a private landlord forum to share information and best practice to improve standards in the private sector Annual NLC 1, 21, 25 Publish and disseminate a private landlord newsletter to improve compliance and standards Bi-Annual NLC 1, 25 Review the Scheme of Assistance 2027 NLC 1, 21, 25 Help households out of fuel poverty Use smart technology to detect issues such as dampness and heating issues to provide targeted advice, support and information for tenants Annual NLC 1, 18, 20, 19 Page 108 of 316
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LHS Strategic Priority 2: Provide sustainable and high-quality homes Action Milestone Timescale Lead/Partners Ambition Statement Explore the inclusion of energy monitoring systems as part of an initial pilot linked to the council digital connectivity project to help reduce energy consumption for tenants 2027 NLC 1, 18, 20, 19 Continue to work with partners to provide advice, support and information to households in or at risk of fuel poverty Annual NLC 11, 25, 25 Continue to facilitate the fuel poverty group with partners to monitor the impact of fuel poverty locally and to put in place actions to address and alleviate Annual NLC 25, 24 Promote awareness of supports and services available through a yearly calendar of awareness raising activities Annual NLC 24 Support clean heating systems and improve the energy efficiency of homes across all tenures Develop a route map for council stock to meet the new SHNZs (following publication of the new standard) 2028 NLC 1, 25 Continue to assess the energy efficiency of council homes and develop a strategy to improve the energy efficiency of ‘harder to treat’ properties Annual NLC 1, 25 Implement the actions set out in the LHEES as relevant to the council Annual NLC 1, 25, 21 Maximise the use of available funding sources/programmes to improve the energy efficiency of homes across tenures Annual NLC 21 Continue to monitor the energy efficiency of council homes to ensure EESSH compliance, while awaiting the introduction of the new SHNZs Annual NLC 25 Page 109 of 316
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LHS Strategic Priority 2: Provide sustainable and high-quality homes Action Milestone Timescale Lead/Partners Ambition Statement Develop a better understanding of the costs and issues for the council and tenants associated with the transition to clean heating systems through using technology 2028 NLC 25 Maximise the use of EES:ABS through encouraging homeowners and private landlords to participate Annual NLC 21 Contribute to the development of the council’s new Net Zero plan 2027 NLC 1, 25 LHS Strategic Priority 3: Prevent and eradicate homelessness Action Milestone Timescale Lead/Partners Ambition Statement Progress actions set out in homelessness strategic delivery plans Deliver the actions set out in the Homelessness Action Plan (2025-2028) 2028 NLC/External partners 1, 7, 9,10, 12, 13, 1419, 20, 25, 23, 21 Deliver the actions set out in the Temporary Accommodation Strategy (2024-2029) 2028 NLC/External partners 1, 7, 9,10, 12, 13, 1419, 20, 25, 23, 21 Continue to strengthen our partnership with RSLs, NHS Lanarkshire, the Community and Voluntary sector as well as other key council services to prevent homelessness from occurring in the first place, and to respond effectively when it does occur to reduce trauma and hardship Annual NLC/External partners 12, 13 Embed trauma informed practice and systems across all areas of housing, and work with partners to increase efforts in tackling domestic abuse Annual NLC/External partners 12, 13, 23 Page 110 of 316
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LHS Strategic Priority 3: Prevent and eradicate homelessness Action Milestone Timescale Lead/Partners Ambition Statement Consider ways for closer collaboration between housing and health and social care to further strengthen whole family approaches to support families, children and young people Annual NLC 7, 9, 10 Ensure compliance and readiness for new and recent legislative requirements Implement new measures to prevent homelessness as the new Homelessness Prevention Duties come into force under the Housing (Scotland) Bill 2028 NLC/External partners 1, 7, 9,10, 12, 13, 1419, 20, 25, 23, 21 Ensure that children and young people’s rights are upheld and identify ways in which we can further incorporate UNCRC into homelessness and wider housing services Annual NLC 7, 9, 10 LHS Strategic Priority 4: Support independence, health and wellbeing Action Milestone Timescale Lead Partners Ambition Statement Increase the supply of accessible, adaptable and supported homes Deliver a minimum of 10% of all council new build homes to wheelchair liveable standard Annual NLC 1, 12 Deliver a minimum of 5% of all RSL new build homes to wheelchair liveable standard Annual RSLs 1, 12 Deliver amenity housing suitable for older people and people with disabilities in council and RSL new build developments Annual NLC/RSLs 1, 12 Set a new target for the provision of wheelchair standard homes in the private sector in the new NLLDP 2028 NLC 1, 12 Explore ways in which the recording and monitoring of the delivery of wheelchair homes in the private sector could be improved 2028 NLC 25 Consider models of supported housing to meet the needs of UASC 2027 NLC 1, 7 Progress a digital connectivity pilot to provide digital infrastructure, connectivity and technology to improve health and wellbeing 2026 NLC 18, 20, 12, 13 Page 111 of 316
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LHS Strategic Priority 4: Support independence, health and wellbeing Action Milestone Timescale Lead Partners Ambition Statement Improve support for people to live safely, well and independently Review the hospital discharge protocol/arrangements to ensure they are current and relevant, in line with recent developments relating to the Coming Home Programme 2026 NLC 12, 13 Work in partnership with health and social care to source housing solutions to enable young people transitioning from care or people with complex needs requiring accommodation through the Coming Home Programme to live in their home communities Annual NLC/External Partners 1, 12, 13 Support refugees and asylum seekers to successfully integrate into communities Annual NLC/External Partners 1, 20, 24 Develop joint guidance for housing, health and social work staff working with women subject to ‘no recourse to public funds’ 2026 NLC 14, 25 Embed trauma informed practice and approaches across housing services Deliver enhanced skilled level trauma training to all housing officers and managers in housing locality offices 2028 NLC 23 Ensure all housing teams complete level 1 trauma training (informed level) 2028 NLC 23 Implement trauma informed design using the trauma informed design toolkit for refurbishment and newbuild projects, where appropriate 2028 NLC 24 Carry out a ‘trauma walk through/assessment’ of several areas of housing business and develop a housing service trauma plan linked to identified areas of improvement 2028 NLC 24, 25, 20 Improve the suitability of existing homes to meet a wide range of needs Continue to deliver the equipment and adaptations service Annual NLC 12 Establish a retirement housing forum with tenants to shape retirement service provision 2026 NLC 12, 24 Progress the refurbishment of linked corridor council retirement complexes to provide future proof sustainable accommodation for older people 2028 NLC 1, 12,24 Improve involvement of under-represented groups in tenant participation Annual NLC 24, 20, 19 Page 112 of 316
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LHS Strategic Priority 4: Support independence, health and wellbeing Action Milestone Timescale Lead Partners Ambition Statement Reduce inequalities and disadvantage Undertake equalities analysis annually to identify areas of inequality and potential actions to address Annual NLC 25 Progress the actions set out in the Gypsy Traveller action plan Annual NLC 24, 25, 20, 19 Review the housing domestic abuse policy 2026 NLC 20, 24, 19, 14, 9, 10 Facilitate a housing sector wide NL domestic abuse forum Bi-annual NLC 20, 24, 19, 14, 9, 10 Improve the reach of Safe and Together training to housing staff Annual NLC 23 Continue to explore needs and gaps in both housing and support for care experienced young people and other young people who need support Annual NLC 25 Page 113 of 316
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref SL/AMcG Date 18/02/26 Housing Asset Management Plan (HAMP) 2026-2031 From Stephen Llewellyn, Chief Officer, (Housing & Communities) E-mail llewellyns@northlan.gov.uk Telephone 07939 280680 Executive Summary The purpose of this report is to provide an overview of Homes for a Thriving Tomorrow, our Housing Asset Management Plan (HAMP) 2026-2031. The HAMP aligns with The Plan for North Lanarkshire and the seven pillars of the Programme of Work, alongside the Local Housing Strategy and provides the strategic framework to manage housing assets and future investment over the next five years. The HAMP identifies four key priorities which will guide future activities: • Priority 1: We will support the strategic delivery of quality housing to meet North Lanarkshire’s growth ambitions. • Priority 2: We will maintain our homes to the highest standards of quality and care ensuring a safe and comfortable living environment. • Priority 3: We will act on climate change and help achieve affordable warmth for our residents, through improving the energy efficiency of our homes. • Priority 4: We will invest in improved systems and smarter data use to drive innovation and service excellence. An action plan to achieve the priorities has been developed alongside a range of milestones which will chart progress along the way. The Action Plan will be subject to ongoing review and a report prepared annually for Committee to report on progress. Recommendations It is recommended that the Housing Committee: (1) Acknowledges the content of the report. (2) Approves Homes for a Thriving Tomorrow 2026-31 and associated Action Plan. Item 6 Page 115 of 316
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The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Page 116 of 316
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1. Background 1.1 The Housing Service is required through legislation to produce a Housing Asset Management Plan. Homes for a Thriving Tomorrow outlines the council’s strategic approach to managing its housing assets over the next five-year period from 2026– 2031 and builds on the foundations laid by the previous HAMP 2021-2026, which is about to expire. 1.2 North Lanarkshire is the largest local authority landlord in Scotland with over 36,000 properties and it is therefore important that we clearly articulate our plans to manage and improve our stock so that tenants can continue to live in high quality, affordable, safe and warm homes. 2. Report 2.1 We provide high-quality, affordable homes and have bold plans for a programme of growth. Our strategy encompasses significant investment to enhance the living standards of our tenants, address energy efficiency issues, advance innovation and sustainability through renewable and digital technologies and regenerate our town centres. Our plans can only come to fruition if we fully utilise and invest in our housing assets. 2.2 Homes for a Thriving Tomorrow is closely aligned to The Plan for North Lanarkshire, the seven pillars of the Programme of Work, alongside other key council strategies and plans. The HAMP is also closely integrated with the new Interim Local Housing Strategy (LHS) 2026-2028 to address property related priorities. 2.3 As a social housing provider, North Lanarkshire Council has a responsibility to adhere to the Scottish Housing Regulator’s (SHR) Advisory Guidance which is based on five key principles where effective asset management is an integral part of regular business planning. 2.4 Guided by the SHR advice, a cross-service team collaboratively reviewed the current management of council housing stock, alongside wider socio-economic impacts including policy and legislative drivers such as Housing to 2040, building standards, energy efficiency and climate change, as well as post Covid-19 and Brexit impacts around inflationary costs, supply chain issues and skills shortages. This work has culminated in the development of Homes for a Thriving Tomorrow setting out our ambitions and key actions for delivery over the next five years. Page 117 of 316
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2.5 Four key priorities have been identified which will inform future activity and milestones: • Priority 1: We will support the strategic delivery of quality housing to meet North Lanarkshire’s growth ambitions. • Priority 2: We will maintain our homes to the highest standards of quality and care ensuring a safe and comfortable living environment. • Priority 3: We will act on climate change and help achieve affordable warmth for our residents, through improving the energy efficiency of our homes. • Priority 4: We will invest in improved systems and smarter data use to drive innovation and service excellence. 2.6 These actions recognise that housing is vital to the health, wellbeing and economic prosperity of North Lanarkshire residents and that our tenants deserve a home that is safe, secure and in excellent condition. The drive towards net zero and sustainable futures is part of legislative requirements and targeted initiatives to improve energy efficiency is of key importance. We know that accurate data and intelligence can enable sound future investment decisions which will be supported by the implementation of new technology. 2.7 The action plan contains 20 key actions which are underpinned by 49 milestones which will chart the progress across the four key priorities. 2.8 The draft HAMP was published on the council website for a period of six weeks for public consultation with comments, feedback and suggestions integrated into the final plan. 2.9 The action plan will be subject to ongoing review and a report prepared annually for committee to report on progress. 3. Measures of success 3.1 Success will be measured through delivery of the HAMP actions, overseen by the HAMP Steering Group and supported by RAG status tracking, alongside an annual report provided to committee. 3.2 Key success indicators include: • An expansion of the council’s housing stock • The completion of Phase 1 and Phase 2 of the re-provisioning programme • Our homes comply with all fire safety and building regulation requirements • The delivery of our five-year investment programme • Improvement in the energy efficiency of our homes • Implementation of a fully integrated new asset management system • Deliver renewable technologies in our homes Page 118 of 316
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4. Supporting documentation 4.1 Appendix 1: Homes for a Thriving tomorrow 2026-2031. Stephen Llewellyn Chief Officer (Housing & Communities) Page 119 of 316
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? An Equality Impact Assessment (EqIA) was completed to support the delivery of the HAMP actions. The impact assessment has identified positive impacts which will benefit all groups, with particular positive impacts for older people and people with disabilities, through the installation of energy efficiency measures which will reduce fuel poverty (older people and disabled people are at greater risk of experiencing fuel poverty). 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? £807m is planned for investment over the period of the HAMP. This investment is set out in the council’s medium financial plan and reported to Committee. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? The HAMP is a five-year plan and therefore encompasses legal requirements around health and safety within council housing including fire prevention and addressing RAAC. These areas of business have been ongoing. There are some new legal requirements around Damp and Mould but have not yet been implemented by the Scottish Government, although is expected in the coming year. Page 120 of 316
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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? Technological advances can provide new innovative ways of energy efficiency and monitoring heating systems within our homes and will assist in meeting future climate goals. It will also improve our business processes and therefore the management of our homes. A new IT system is already in development and has gone through the EAGG process. 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 delivery of new innovative technology will help us reach our climate and net zero goals, alongside improving energy efficiency in our homes and driving down energy costs for our tenants. 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? A risk register is in place for the delivery of the HAMP and considers any mitigations required. This risk is recorded on the Service Risk Register and is Page 121 of 316
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managed through ongoing performance monitoring, governance oversight, and partnership delivery arrangements. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). The HAMP has identified positive impacts which will benefit all groups, including children, through the installation of energy efficiency measures which will reduce fuel poverty ensuring children have warm and safe homes to live in. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☒ No ☐ Page 122 of 316
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Choose an item. Page 123 of 316
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Choose an item. 1 NORTH LANARKSHIRE HAS A SHARED AMBITION TO BE THE PLACE TO LIVE, LEARN, WORK, INVEST AND VISIT Page 124 of 316
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Choose an item. 2 Contents Foreword 3 Introduction 4 Strategic and Local Policy Context 6 Highlights from April 2021 – March 2025 14 Our Priorities 15 Priority 1: We will support the strategic delivery of quality housing to meet North Lanarkshire’s growth ambitions. 16 Priority 2: We will maintain our homes to the highest standards of quality and care ensuring a safe and comfortable living environment. 26 Priority 3: We will act on climate change and help achieve affordable warmth for our residents, through improving the energy efficiency of our homes. 34 Priority 4: We will invest in improved systems and smarter data use to drive innovation and service excellence. 43 Action Plan 50 Page 125 of 316
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Choose an item. 3 Foreword I am pleased to introduce Homes for a Thriving Tomorrow, North Lanarkshire Council’s Housing Asset Management Plan (HAMP) for 2026–2031. This plan represents a significant milestone in our journey to ensure that our homes continue to meet the needs of our communities, both now and into the future. As Scotland’s largest local authority landlord, we recognise the scale of our responsibility and the opportunity it presents. With over 36,000 homes under our stewardship, our commitment to delivering high-quality, affordable, and sustainable housing is unwavering and reflects our evolving ambitions in response to a changing landscape. This plan is built on solid evidence and a clear understanding of the challenges we’re facing, such as rising costs and climate change. By keeping these factors in mind, we’re making sure our approach is realistic, responsive, and ready for the future. At its heart, Homes for a Thriving Tomorrow is about people. It is about ensuring our tenants and residents live in homes that are affordable, in places they’re proud to live in, and are safe, warm and comfortable. It is about making informed investment decisions that deliver value for money and support inclusive growth. And it is about listening, engaging with our communities to shape the future of housing in North Lanarkshire together. I look forward to working with our tenants, stakeholders, and partners as we bring this plan to life and continue to build a better North Lanarkshire for all. Councillor Michael McPake, Convener of Housing, North Lanarkshire Council Page 126 of 316
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Choose an item. 4 Introduction Welcome to North Lanarkshire Council’s Housing Asset Management Plan (HAMP). This plan outlines the council’s strategic approach to managing its housing assets over the five-year period of 2026 - 2031and builds on the foundations laid by the previous HAMP, ‘Homes Fit for the Future’ (2021-2026). North Lanarkshire is the largest local authority landlord in Scotland with over 36,000 homes covering an area of more than 470 square kilometres across ten Local Housing Market Areas (LHMA’s). We are situated in the central belt of Scotland within easy reach of both Glasgow and Edinburgh and have a population of 342,190. Our homes are good quality and affordable and we have ambitious plans to build more new homes, invest in renewable technologies to improve our energy efficiency, enable innovation and sustainability through digital infrastructure and regenerate our town centres. However, we understand that these plans can only come to fruition if we fully utilise and invest in our housing assets. As a social housing provider, North Lanarkshire Council has a responsibility to adhere to the Scottish Housing Regulator’s Advisory Guidance1 which aims to support landlords to review and develop their approach to integrated asset management ensuring social homes are fit to live in and sustainable for the future. 1 Scottish Housing Regulator, Recommended Practice on Integrated Asset Management, February 2003 Page 127 of 316
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Choose an item. 5 The Advisory Guidance is based around five key principles where effective asset management is an integral part of regular business planning: 1. Governing bodies and committees lead the strategic response to asset management and should be assured that assets are managed effectively. 2. Social landlords should have a comprehensive understanding of their assets. 3. Social landlords should develop an approach to understanding the value of their assets. 4. Integrated asset management outcomes should be understood and used as evidence to inform future investment decisions. 5. Social landlords should use integrated asset management outcomes to inform their asset management strategies. The Scottish Housing Regulator’s (SHR) view is that ‘an effective approach to integrated asset management will enable social landlords to’: • Place tenants and service users at the heart of assessing asset performance and value. • Ensure that assets are fit for purpose with targeted interventions to maximise performance. • Ensure that continued investment in assets provides value for money and is fundable. • Make informed decisions on investment plans based on intelligence of asset performance. • Use evidence to produce transparent options for investing in assets. • Achieve a ‘whole organisation’ approach to asset management ensuring that the insight and opinions of all parts of the landlord’s operations influence asset management strategy. • Enable the long terms impact of asset investment and disinvestment scenarios to be tested and understood from a business and tenant and resident perspective. Social landlords in Scotland operate within a dynamic landscape shaped by evolving socio-economic conditions, fiscal pressures, legislation and policy developments. These external factors present both challenges and opportunities for effective asset management. To navigate this environment successfully, it is crucial that we regularly evaluate and thoroughly understand the risks associated with these external influences. Doing so enables us to adapt, enhance, and future-proof our asset management strategy, while ensuring alignment with our broader business planning and risk management frameworks. Page 128 of 316
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Choose an item. 6 Strategic and Local Policy Context The Plan for North Lanarkshire2 outlines our ‘shared ambition for inclusive growth and prosperity for all’ and one where ‘North Lanarkshire is the place to Live, Learn, Work, Invest and Visit’. The Plan is a high-level strategic document setting out the shared priorities and focus for the council and partners. This is underpinned by a Programme of Work3 which is centred on seven priorities for delivery: • Transforming Places - To better plan and co-ordinate public and private sector investment to deliver transformational change across town centres and local communities at pace. • Invest in North Lanarkshire - Accelerated outcome delivery and investment via a more streamlined advisory service and aligned operating model and infrastructure plan. • Sustainable Futures - Focus commitments to Net Zero Carbon and climate resilience and the associated energy solutions and investments required to make it a reality. • Resilient People - Deliver whole family support locally, when families need it, in a way that addresses the impacts of poverty and reduces inequality. • Brighter Futures - Support and improve educational attainment, employment opportunities, entrepreneurship, and volunteering. • Digital North Lanarkshire - Develop a skilled digital workforce, promote an innovative, sustainable culture and be the Digital Leader for a transformed North Lanarkshire. • One Service - Ensure services are delivered, regardless of owner, in a streamlined, efficient, and supportive model, with the overall vision of inclusive growth and prosperity for all. 2 The Plan for North Lanarkshire 3 Programme of Work to 2028 Page 129 of 316
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Choose an item. 7 The Programme of Work priorities are incorporated into our housing asset management plan and sets out how we intend to manage our housing assets over the next five years from 2026 to 2031 ensuring alignment with The Plan for North Lanarkshire, alongside other key council strategies, policies and plans. This cohesive policy framework ensures that our efforts are in line with our priorities and provides the necessary resources and practices to achieve our shared goals. The HAMP is closely integrated with the North Lanarkshire Local Housing Strategy (LHS), detailing how council housing will address the property-related priorities and actions whilst improving housing conditions for tenants. The HAMP also aligns with and will influence our five-year capital investment programme for this period. Page 130 of 316
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Choose an item. 8 Guided by the SHR advice, a cross-service team collaboratively reviewed the current management of council housing stock, alongside wider socio-economic impacts including policy and legislative drivers such as Housing to 2040, building standards, energy efficiency and climate change, as well as post Covid-19 and Brexit impacts around inflationary costs, supply chain issues and skills shortages. We have also taken cognisance of the findings and recommendations from an internal audit completed in November 2024 which found that the HAMP provides ‘substantial assurance’ that arrangements in place to manage council housing assets are adequate, operating effectively and is consistent with the SHR’s good practice guidance. This collective work has led to the development of Homes for a Thriving Tomorrow; our progressive new housing asset management plan that outlines how council housing will tackle key challenges and contribute to making North Lanarkshire a desirable place to live. A draft action plan to achieve the priorities outlined in this document has been developed by our cross-service Housing Asset Management Steering Group (HAMSG). As part of our engagement strategy, we intend to consult with tenants and wider stakeholders on our plan to ensure that voices are heard, and people can influence and shape the future of our housing assets. Once collated, amendments to the initial plan will be incorporated and the final HAMP will be published. The Plan for North Lanarkshire Programme of Work Local Housing Strategy Homes for a Thriving Tomorrow Page 131 of 316
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Choose an item. 9 The HAMP Steering Group are responsible for providing strategic oversight and governance in the delivery of the priorities within the action plan. The Steering Groups specific responsibilities are to: The Steering Group are committed to regularly reviewing the plan to oversee cost, risk and performance with a progress report presented annually to Housing Committee. The action plan is located at the end of this document. North Lanarkshire Housing Stock Profile North Lanarkshire Council currently has housing stock of 36,880 properties across 10 LHMA’s and includes properties that are part of our tower re- provisioning programme. Chart 1 highlights the stock held across each LHMA, and illustrates the greatest concentrations are found in Airdrie, Bellshill, Coatbridge, Motherwell and Wishaw. HAMP Steering Group Provide Strategic direction of priorities and actions Consider recommendations and agree decisions Agree changes through a change control process Ensure sufficient resources for delivery Monitor and review risk register Monitor and review progress in delivering actions Approve annual report for Housing Committee Page 132 of 316
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Choose an item. 10 Chart 1: NLC stock by LHMA Chart 2 illustrates that 78% of our stock is split across these five towns, with the remaining towns holding a more modest share of 4%-5% each. Chart 2: Percentage of NLC Housing stock by LHMA 6594 4179 6277 1492 1611 1566 5780 1977 1631 5773 0 2000 4000 6000 8000 NLC 2024-25 Stock by LHMA 18% 11% 17% 4%4%4% 16% 5% 5% 16% NLC 2024-25 Stock percentage by LHMA Airdrie Bellshill Coatbridge Cumbernauld Kilsyth Moodiesburn Motherwell Shotts Viewpark Wishaw Page 133 of 316
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Choose an item. 11 Each of our settlements offer a range of house types, although the most prevalent are: • Terraced properties (excluding bungalow’s): 11,751 units (31.9%) • 4-in-a-block flats: 9,779 units (26.5%) • Block of flats: 6,586 units (17.9%) The remaining 24.5% of house types include tower blocks, maisonettes, detached, semi-detached properties and bungalows as can be seen in chart 3. Chart 3: NLC stock by property type Property size plays a key role in shaping our stock profile. As shown in charts 4 and 5, two-bedroom properties make up the largest segment, totalling 19,019 units and accounting for 51.6% of the overall stock. Three-bedroom homes follow, with 9,915 units (26.9%), while one-bedroom properties comprise 6,558 63 19 4299 234 2698 291 4974 7452 208 3292 3335 247 14 21 4805 3867 1061 0 1000 2000 3000 4000 5000 6000 7000 8000 Detached Detached Bungalow End Terrace End Terrace Bungalow Ground Floor in Block of Flats Ground Floor Maisonette Lower 4 in a Block Flat Mid Terrace Mid Terrace Bungalow Multi-storey Tower Flat Semi-Detached Semi-Detached Bungalow Sheltered House Tenement Building Flat Upper 4 in a Block Flat Upper Flat in Block of Flats Upper Maisonette NLC 2024-25 Stock by Property Type Page 134 of 316
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Choose an item. 12 units (17.8%). Larger homes are less common, with 1,048 four-bedroom properties (2.9%) and just 34 five-bedroom properties (0.09%). There are also a small number of studio or bedsit flats, totalling 296 units (0.8%). Chart 4: NLC stock by bedroom size Chart 5: Percentage of NLC stock by bedroom size 6558 19019 9915 1058 34 296 0 5000 10000 15000 20000 1 Bed 2 Bed 3 Bed 4 Bed 5 Bed Plus Studio / Bedsit NLC 2024-25 Stock by Property Size 17.8% 51.6% 26.9% 2.9% 0.1% 0.8% NLC 2024-25 Stock percentage by Property Size 1 Bed 2 Bed 3 Bed 4 Bed 5 Bed Plus Studio / Bedsit Page 135 of 316
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Choose an item. 13 There are also 4,105 lock-ups or garage sites across the council stock portfolio. Chart 6 shows both the number and percentage split across each LHMA and highlights a concentration in the key urban areas of Wishaw (690), Bellshill (664), Motherwell (564) and Airdrie (519). The data indicates that approximately one-quarter of the lock-ups/garages are either challenging to let or considered surplus to requirements. A report is currently being prepared for committee, which will outline the proposed future action for these. Chart 6: Lock-ups/Garage sites by area 13% 16% 10% 14% 4% 4% 14% 5% 3% 17% 0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 0 100 200 300 400 500 600 700 800 Lock-ups/Garage sites by LHMA Lock-up/Garage Site % Page 136 of 316
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Choose an item. 14 Highlights from the last 5 Years Below are some highlights from the delivery of our previous HAMP covering the period 2021-2026. A full report on the HAMP 2021-2026 progress was approved by Housing Committee in August 2025 and can be reviewed here. New Homes ���������� 832 new homes (648 + 184 off the shelf) ���� 90 new wheelchair-accessible homes �������� 469 homes purchased and now in council ownership Investment ������� 4,774 homes received brand new bathrooms ���� 3,159 homes had new kitchens fitted ������� 4,020 homes had new windows installed ����������� 2,720 homes rendered or insulated for energy efficiency �� 10,507 homes now benefit from new heating systems �� 3,773 homes powered by energy-efficient PV solar panels Repairs and Maintenance ���� £52m average annual spend on reactive repairs and maintenance ��� 4% increase in tenant satisfaction (2019/20: 92% → 2024/25: 96%) ������ 1.53 hours faster emergency repair completion (2019/20: 4.2 → 2024/25: 2.67) �� 0 failures to meet gas safety regulations Tower Re-Provisioning 87.5% Phase 1 tower re-provisioning programme complete 44.7% Phase 2 tower re-provisioning programme properties now vacant Page 137 of 316
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Choose an item. 15 Our Priorities Housing is vital to the health, wellbeing, and economic prosperity of North Lanarkshire, especially as the population grows older and the region continues to recover from the effects of Covid-19 as well as the cost-of-living crisis. Addressing housing needs and driving regeneration are essential to ensuring a successful future. Priority 1: We will support the strategic delivery of quality housing to meet North Lanarkshire’s growth ambitions. We recognise that tenants deserve homes that are safe, secure, and in excellent condition. That’s why we remain committed to ongoing investment and the delivery of a responsive, high-quality maintenance service. Priority 2: We will maintain our homes to the highest standards of quality and care ensuring a safe and comfortable living environment. The way we power and heat our homes contributes to climate change, and we know that many of our tenants are affected by fuel poverty. We are committed to sustainability through targeted initiatives that lower emissions, enhance energy performance, and support residents in reducing energy costs. Priority 3: We will act on climate change and help achieve affordable warmth for our residents, through improving the energy efficiency of our homes. The success of our asset management approach relies on having the right systems in place to record accurate information and ensure intelligent use of data. This will promote alignment across our activities and support the effective delivery of this Plan. Priority 4: We will invest in improved systems and smarter data use to drive innovation and service excellence. Page 138 of 316
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Choose an item. 16 1. We will support the strategic delivery of quality housing to meet North Lanarkshire’s growth ambitions The population of North Lanarkshire is currently 342,190 and projected to grow until 2027 with a slow decline of around 1.2% thereafter until 2043. Chart 7 illustrates the projected population trends in North Lanarkshire between 2018 and 2024. The data shows a gradual decline in the working-age population, while the number of residents aged 66 and over is expected to rise by 1.31%. Notably, the population aged over 75 is increasing at a faster rate, reflecting longer life expectancy. This shift has implications for housing as well as broader health and social care services. Chart 7: National records of Scotland (NRS), Mid-Year Population Estimates: 2024 compared with 2018 North Lanarkshire currently has over 151,500 households, with an average size of 2.23 persons. Chart 8 compares household composition between 2018 and 2025, showing a 1% increase in smaller households, specifically single- person and two-adult households. In contrast, larger households are 18.51% 65.56% 8.71% 7.22% 17.40% 65.36% 9.20% 8.04% 0% 10% 20% 30% 40% 50% 60% 70% 0 - 15 16-65 66-74 75+ Population distribution evolution by group age range in North Lanarkshire 2024 MYE 2018 MYE Page 139 of 316
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Choose an item. 17 contracting, with a 1.3% reduction in couples with children and a 0.5% decrease in households comprising three or more adults. Chart 8: National records of Scotland (NRS), Household Projections Projections identify a future rise of 7% in the number of households over the next 25 years, and is an additional 10,447 households, largely due to a decline in average household size. This trend is driven by a growing number of older individuals living alone or in smaller households. By 2043, the average household size is expected to fall to 2.06 people. This data illustrates that demand for council housing continues to evolve and has implications for the profile of council housing stock. There is a greater need for accessible and smaller homes that are economical to run and digitally connected to assist in the delivery of technology enabled care. This data will drive future strategic planning to ensure smaller and more accessible homes are available to meet demand. We continue to see a decline in demand for tower blocks and flatted properties that are located further from key amenities such as public transport, shops, and social spaces. To address this challenge, our re- provisioning programme is focused on demolishing these homes and redeveloping the land to create new, more suitable, sustainable housing. 34.0% 28.4% 19.9% 9.6% 8.0% 35.0% 29.4% 18.6% 9.1% 7.9% 0% 5% 10% 15% 20% 25% 30% 35% 40% One person household 2 adults 2+ adults, 1+ children 3+ adults 1 adult, 1+ children Household types evolution in North Lanarkshire 2025 projection based on 2018 estimate 2018 estimate Page 140 of 316
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Choose an item. 18 The Plan for North Lanarkshire outlines our vision of a community where everyone has access to high-quality housing in a safe, attractive environment that fosters growth and prosperity. This is supported by our Strategic Housing Investment Plan (SHIP) 2026/27 – 2030/31, ensuring funding from the Scottish Government’s Affordable Housing Supply Programme (AHSP) is strategically allocated to deliver new and upgraded homes that address local housing needs. In 2025/26, we have been allocated £33.655m in AHSP funding which will support the delivery of affordable housing built by the council and our housing association partners. Alongside this, the council uses its own resources to fund additional borrowing and further boost the council supply of affordable housing, with at least 10% designed to meet wheelchair accessibility standards. Construction cost pressures and ongoing supply chain disruptions continue to impact on the delivery of new homes. The wider global economic climate has significantly affected the construction and development programme through delays in supply chains, rising contract prices, and inflation and has placed considerable strain on the council and our partner social housing providers ability to deliver the housing needed across North Lanarkshire. Additional challenges include limited contractor availability, and shortages in both materials and skilled labour. Recruitment difficulties and skills gaps in the current labour market further compound these issues. Despite the significant challenges, and thanks to our investment commitment, we are delivering an ambitious new supply programme. The ‘NL Homes Programme’, aims to build or acquire 6,000 affordable, homes by 2035. Since the programme began in 2010 until 31 March 2025, a total of 1,629 new build homes had been constructed. We are also meeting our target to deliver wheelchair accessibility standards with 10% of all council new build homes being built to wheelchair liveable standard. Burnhall Place, Wishaw Main Street, Holytown Page 141 of 316
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Choose an item. 19 We have exciting plans to sustain our progress in delivering 1,673 new homes across North Lanarkshire over the course of this programme, with an investment exceeding £301 million. This includes 51 homes within sites in Wishaw town centre and 114 new properties at Dunbeth in Coatbridge. As of October 2025, construction is underway on seven developments, providing 293 new homes, while an additional 991 homes are currently in the design and development stages. Map of council new build sites across North Lanarkshire Building new homes is critical to the delivery of our ambitious target, but we also operate a large-scale Open Market Purchase Scheme (OMPS) bringing properties in the open market and former council homes into council ownership which increases our supply of affordable housing. 845 homes had been purchased from 2013/14 until 2024/25. Page 142 of 316
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Choose an item. 20 We plan to expand the number of council homes available for let by buying an additional 110 properties a year through our OMPS, adding 660 more affordable homes across North Lanarkshire over the lifetime of this plan. Some of these properties are in mixed-tenure blocks and require investment and capital works to bring them up to standard prior to them being let to new tenants. Purchasing homes in the open market also enables us to bring empty homes across North Lanarkshire back into use. Long-term empty homes can be a blight within communities and attract elements of anti-social behaviour. Addressing this issue is challenging due to barriers related to property ownership and condition. However, our officers are proactively identifying these properties and working collaboratively with owners to resolve disrepair and explore viable options to return homes to a liveable condition. We will continue our efforts to acquire and refurbish empty houses, increasing the supply of much needed affordable homes whilst addressing disrepair and anti-social concerns of local communities. The NL Homes Programme also supports private sector development by purchasing homes directly from housing developers. From 2010/11 until 2024/25, 246 new homes have been acquired through this ‘off-the-shelf’ approach including the purchase of properties in Station Road, Chryston and the redevelopment of the John Orr building in Airdrie. Redevelopment John Orr building, Airdrie Station Road, Chryston We remain actively engaged with private developers to acquire additional properties. Our current plans include 123 further ‘off-the-shelf’ purchases, with more expected to be identified this year and over the next five years. The Council remains committed to advancing a diverse range of housing tenure options such as mid-market rent, shared equity, and self-build with the aim of supporting a diverse range of households to achieve their housing Page 143 of 316
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Choose an item. 21 aspirations. The council has developed a self-build register, as required by the Planning (Scotland) Act 2019 (Section 16E), for anyone interested in acquiring land for self-build across North Lanarkshire. Inbuilt digital connectivity is a core component of our new homes where tenants will have access to high-speed broadband. Alongside this, we are introducing interactive smart home technologies designed to support environmental sustainability and promote independent living. These innovations include digital applications such as systems that maximise the use of renewable energy, solar panels and heat pumps that reduce reliance on traditional power sources and help lower carbon emissions as well as telecare and telehealth. These combined measures will enable us to make more efficient use of our housing stock, adapting to the changing needs of our tenants and wider residents. We have set out a bold vision to revitalise and repopulate our town centres, placing town centre living at the heart of our strategy. Town Action Plans have already been developed for six towns—Airdrie, Bellshill, Kilsyth, Motherwell, Wishaw, and Shotts—outlining short, medium, and long-term developments. These plans chart a clear path toward creating vibrant, mixed-use town centres that better serve the needs of local communities and will deliver new affordable homes on key vacant and derelict sites. Images from Town Action Plans in Bellshill, Kilsyth and Shotts Page 144 of 316
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Choose an item. 22 An action plan for Coatbridge is being delivered through the Plan for Neighbourhoods, which is a UK Government-approved framework to unlock £19.5 million in Pride in Place funding over the next ten years. A Regeneration Plan for Coatbridge has been developed and approved by the Coatbridge Town Board covering the decade to 2036. An associated Investment Plan has also been developed covering the first four-year period of the fund and is being submitted to the UK Government for approval, with the delivery phase due to commence from April 2026. Community consultation will be ongoing to influence and shape priorities and future investment plans over the ten-year period. Following the acquisition of The Centre Cumbernauld by the council in June 2023 (supported by UK Government Levelling Up Fund) a masterplan for a regenerated town centre will be progressed to guide the long-term transformation over the next decade and includes opportunities for new homes. This plan outlines the major redevelopment required to deliver meaningful and lasting change, including the complete replacement of The Centre with a new town centre. The new centre will feature a town hub offering education, health, community, and leisure facilities, along with enhanced public transport links and modern, purpose-built retail and commercial spaces. It is anticipated that a design team will be procured, and the master planning process will commence in 2026. Ongoing engagement with the public and key stakeholders will continue to shape priorities as the regeneration progresses. The NL Homes Programme will play a crucial role in supporting this regeneration, transforming prominent sites, such as the former Council building in Kildonan Street and properties on Bank Street in Coatbridge, Coats House in Airdrie and the former Motherwell Town Hall, into high-quality social housing. We will preserve elements of architectural importance alongside our commitment to modern energy-efficient housing. Regeneration of town centre site at Motherwell Town Hall Page 145 of 316
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Choose an item. 23 New Supply are leading on a large-scale regeneration project at Millcroft Road, Cumbernauld where there are three large scale privately-owned blocks of flats (169 total) in poor condition. The council have proposed that acquisition, re-housing and regeneration represents the most sustainable strategy to deliver good quality, affordable rented accommodation and improve the amenity of the area. This major project includes progressing the Compulsory Purchase Order, re-housing of current residents, demolition and ultimately re-development of the site for new council built social rented housing. This project will deliver much needed homes for Cumbernauld, whilst contributing to the overall New Supply housing delivery targets. Following confirmation of the CPO in early 2025, the council are working in partnership with local Registered Social Landlords to offer re-housing options to the existing residents. This will enable vacant possession of the properties in advance of onward demolition and new build, with planning permission already secured for 72 new homes. Visualisation of the new homes to be delivered at Millcroft Road, Cumbernauld By building high-quality new homes, we’re helping to create better places for people to live while supporting the council’s efforts to replace housing that no longer meets the needs of our communities. Our re-provisioning programme is our long-term ambition to gradually replace all towers and some low-rise Page 146 of 316
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Choose an item. 24 blocks in lower demand. We began building new modern homes on former sites in 2019 with two sites already completed at Dykehead Road in Airdrie and Castlehill Road in Wishaw. Dykehead Road Airdrie Castlehill Road, Wishaw This work continues with plans to transform the former tower sites at Shawhead, Dunbeth and Jackson in Coatbridge and Coursington in Motherwell with high quality housing that residents can truly value and that fosters a sense of pride and community. As of November 2025, 1,532 of the 1,750 properties in Phase 1 had been vacated. However, 214 of these were re-purposed, mostly to support the Ukrainian Resettlement Scheme and a small number to provide temporary accommodation for people experiencing homelessness. Phase II of our reprovisioning programme includes 1,010 properties, with 467 already vacated and is ahead of schedule. There are currently 15 private owners within these blocks, and the council has purchased 4 properties to date. Collectively, these initiatives are designed to empower tenants to lead full and independent lives, while reinforcing the critical role of housing in enhancing the health and wellbeing of North Lanarkshire’s residents and supporting the region’s economic vitality. Addressing housing need and driving regeneration are fundamental to our long-term success. Page 147 of 316
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Choose an item. 25 Key Challenges and Strategic Actions • The anticipated rise in older, smaller households will place additional strain on housing availability. Strategic planning is required to deliver more compact and accessible homes to meet demand in the future. • Increasing construction costs, supply chain disruptions, and material shortages continue to affect the delivery of new housing. All potential development sites are regularly evaluated for financial viability and land-related challenges, with prioritisation based on these assessments. • Limited availability of contractors and skilled workers is exacerbating existing construction challenges, impacting project timelines and delivery. We continue to collaborate with partners to maximise opportunities alongside regular monitoring and prioritisation. • Tackling the issue of vacant properties remains complex due to ownership and condition-related barriers. Expanding efforts to acquire and refurbish empty homes is a key strategy to boost affordable housing supply and address disrepair. • The ongoing re-provisioning initiative focuses on relocating tenants to suitable alternative housing. Consideration must also be given to owner-occupiers within affected properties, requiring innovative approaches to engagement and support. • Revitalising town centres is a strategic priority, necessitating substantial investment to enable transformation through new housing, leisure facilities, employment opportunities, and Page 148 of 316
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Choose an item. 26 2. We will ensure our homes are maintained to the highest standards of quality and care. Asset Management: Maintenance, Repairs, and Improvements The effective management of housing assets relies on a structured approach to maintenance, repairs, and improvements. • Maintenance encompasses routine activities designed to prevent deterioration and extend the lifespan of key property components such as roofs, gutters, walls, windows, and doors, while ensuring homes remain safe and habitable. • Repairs refer to remedial work undertaken to address faults or damage within a property. • Improvement works are delivered through the Council’s investment programme, which typically involves the replacement of outdated components with modern alternatives such as new kitchens and bathrooms to enhance living standards. As a social landlord, the council is legally obligated to maintain and repair its housing stock in accordance with tenancy agreements and statutory requirements. Tenants also rightly expect a responsive and timely service. The significance of these responsibilities is reflected in the Annual Return on the Charter (ARC) which is an annual performance review coordinated by the Scottish Housing Regulator (SHR). The ARC requires landlords to report on 32 performance indicators, many of which directly relate to the condition and management of housing assets including reactive repairs services. Our repairs service operates 24/7 for 365 days of the year and is performing well across a range of indicators and illustrates that we’re managing our properties effectively. Our focus remains on maintaining compliance with statutory standards and delivering a high- quality, responsive repairs and maintenance service. We routinely assess our maintenance plans for shared areas in our towers and blocks of flats, with a strong focus on ensuring safety and security. Table 1 provides an overview of our recent performance across several ARC indicators and illustrates our strong performance in 2024/25. We remain vigilant and dedicated to ongoing improvement, with clear plans in place to support this commitment. Page 149 of 316
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Choose an item. 27 Table 1: ARC Performance for Property Condition and Management 2024/25 Indicator NLC Performance Local Authority Average Difference Scottish Housing Quality Standard compliance 86.6% 82.9% +3.7% % tenants satisfied with quality of home 87.3% 78.9% +8.4% % of tenants satisfied with repairs service 96.2% 85% +11.2% Average hours to complete emergency repairs 2.7 3.8 -1.1hours Average days to complete non- emergency repairs 5.75 10.1 +4.35 days % reactive repairs completed right first time 94.1% 89.2% +4.9% Failures to meet annual gas safety (number) 0 66 -66 Average days to re-let a property 30.7 78.1 -47.4 days Our capital Investment Programme ensures our properties are maintained to a high standard and in the 5-year lifespan of the HAMP 2026 - 2031, we will have delivered investment of over £262m across a range of improvements. Table 2: Planned Capital Investment Programme Work Description Cost ������� RooЉng, external wall insulation and PV panels É74m ������� Energy eг cient replacement windows É29.2m �� Heating systems and boilers É48.1m �� Retrospective solar panel installation programme É13m ������� Kitchens and bathrooms É30.92m ��� Home security including door entry systems, lead pipe removal etc. É17.1m ����������� Loft and cavity wall insulation É0.97m We plan to invest approximately £807 million in our existing housing stock over the duration of this HAMP, spanning 2026/27 to 2030/31. This includes Page 150 of 316
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Choose an item. 28 £487 million allocated to capital investment and £320 million for repairs and maintenance. We remain firmly committed to ensuring our homes are warm, comfortable, safe, and secure for all our tenants. In Scotland, there is a requirement to conduct Single Building Assessments (SBAs) and Fire Risk Assessments Under the Housing (Cladding Remediation) (Scotland) Act 2024. This legislation is aimed at improving building safety, particularly in response to concerns about cladding and fire hazards and incorporates a comprehensive evaluation of the building’s fire safety and structural integrity. It focusses on identifying the risks to human life caused or worsened by external wall cladding systems. An SBA is required for residential properties over 11 meters tall including high-rise towers and blocks of flats as well as any properties built between 1 June 1992 and 1 June 2022. The assessment results in a detailed report and recommendations identifying any remedial works necessary including internal and external fire safety measures, and structural integrity. The Scottish Government oversees the SBA process and provides some financial support. There are also legal requirements to complete Fire Safety Risk Assessments as outlined below. These assessments must be kept under regular review and additional mitigation measures put in place where identified. Even if external specialists are hired, the legal responsibility for fire safety compliance remains with the owner or landlord of the building. We are currently finalising our plan for the delivery of our SBA programme. At present, eighty-eight blocks of properties have been identified for assessment and funding of £4.4m has been provided by the Scottish Identify people at risk (residents, visitors, contractors) Identify fire hazards (ignition sources, fuel, oxygen) Mitigate or reduce risk through apprpriate safety measures Evaluate risk - are current safety measures adequate? Regular assessment review and update Page 151 of 316
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Choose an item. 29 Government. Thirty-nine of these are our existing tower blocks and the remainder are blocks over five storeys high now considered to be in scope of enhanced fire safety regulations in Scotland. As a result of these legislative requirements and available funding, fire safety has been a central focus in recent years. We announced measures in 2018, to install sprinkler systems and enhanced fire-stopping provisions across all tower blocks. To date, thirteen towers have had sprinkler systems installed with two currently underway and completion planned for January 2026. Plans are in place to advance our fire stopping measures by installing a further two sprinkler systems to our towers each financial year of the HAMP. We are also prioritising the over-cladding of two towers to ensure compliance with all fire safety and building assessments requirements. We continue to face significant barriers in delivering our investment programme in mixed tenure estates where there are a substantial number of blocks of flats and four-in-a-block properties that are shared (see chart 9) with owner-occupiers, private landlords, and housing associations. This is due to some property owners being unable to cover the expenses associated with repairing or upgrading shared structural elements, such as roofs, gutters, cladding, roughcasting, security entry systems, and stairwells. Just over a quarter of all council homes are in mixed tenure blocks, underscoring the scale of this challenge. Chart 9: Percentage of flats in Mixed Tenure Blocks 74.5% 25.5% Council Properties in Mixed Tenure Blocks Council owned Mixted tenure Page 152 of 316
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Choose an item. 30 The council has a Scheme of Assistance that aims to support private owners to carry out repairs and maintenance to their homes. This support is non- financial, but practical in nature aiming to provide advice, information or sign posting and is based on individual needs and circumstances. Whilst this scheme may be of some assistance, securing participation from property owners remains a challenge and may hinder progress on many improvements for homes in mixed tenure buildings. Despite the challenge in completing work in mixed-tenure blocks, the council has secured over £23.6m in funding since 2013/14 via the Scottish Government’s Heat in Buildings: Area Based Scheme (HIBs:ABS) for owners within the North Lanarkshire area. This scheme enables the delivery of energy efficiency and low-carbon heating improvements in areas with high levels of fuel poverty. It prioritises improving the building’s energy efficiency, known as ‘fabric-first, through insulation and before the installation of green energy or heating system such as through solar panels or ground or air source heat pumps. Properties across North Lanarkshire are targeted through data utilising information on mixed-tenure blocks, as well as data on age, construction, type and previous works. This ensures retrofit improvements can be delivered at scale and can then leverage other funding sources such as the Energy Company Obligation (ECO). (HIBs:ABS) funded property improvements: Before and after pictures of mixed tenure blocks in Coatbridge Wherever possible, the council will utilise external grant assistance available to support owners in mixed tenure blocks. We will prioritise the fabric-first approach through a package of works to blocks including internal and cavity wall insulation as well as solar PV panels to improve energy efficiency and facilitate the shift to zero-carbon heating systems. We are also in collaboration with another Scottish local authority to unlock funding via the ‘Can do Green Heat Retrofit Innovation Challenge’ which aims to support social landlords to find and validate improved approaches and solutions to reduce the cost and improve the quality of retrofit programmes. Page 153 of 316
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Choose an item. 31 The submission acknowledged the specific challenges in providing common net-zero heating systems within blocks of flats and highlighted a key objective to identify ‘individual net zero heating and hot water solutions for flatted blocks’ across both local authorities. Challenges centred around: • space requirements externally where air source heat pumps would not be possible • the considerable costs involved in purchasing, installing and operating net-zero heating options • multi-tenure blocks of flats where common net-zero heating options would be unviable This project is ongoing, and we are working with potential suppliers to progress the key aim so that residents of properties in multi-tenure blocks have improved energy efficiency and enable net-zero standards to be met. We will continue in our collaboration to strengthen engagement with shared owners and explore options for managing and maintaining homes in mixed tenure properties. North Lanarkshire Council is actively delivering its RAAC Remediation Programme across Wishaw/Shotts, Motherwell/Bellshill, and Coatbridge/ Kilsyth. A total of twenty-two RAAC-affected blocks have been identified, comprising 140 properties. Of these, 97 are owned by the council and 43 are privately owned. The programme is progressing through design, procurement, and resident engagement phases. Four blocks consisting of 40 NLC owned properties have been identified for demolition and are now vacant with demolition plans underway. While most of the blocks requiring remediation are on programme, a number have experienced delays due to procurement issues. Resident contact continues and decant planning is progressing. Structural investigations and tender preparations are ongoing for empty properties. Key risks such as procurement delays, owner engagement, and potential budget pressures are being monitored. The Scottish Parliament have recently agreed the Housing (Scotland) Bill with the intention to strengthen tenants’ rights and reinforce landlord duties to maintain properties to a safe and habitable standard. The introduction of Awaab’s Law4 is a key component of the bill and will impose timeframes on social landlords to investigate and address damp and mould issues within 4 Awaab’s Law is named after Awaab Ishak, a child who died in 2020 after exposure to mould in his home in England. Page 154 of 316
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Choose an item. 32 their properties. The measures within the bill will be extended to cover additional risks considered to be hazardous to health, so that any issues do not have a detrimental impact on tenants’ health. The bill is expected to be implemented sometime in 2026, and landlords must report their performance through key indicators within the ARC Report on an annual basis. The ARC indicators have already been developed and include the number of damp and mould cases reported as well as the average length of time to resolve issues. We’ve completed data analysis to assess the demand for housing older people, with a deep dive on our linked corridor retirement complexes. We regularly review our specialist accommodation provision including the buildings themselves and their surroundings with a view to making well- informed maintenance, investment and improvement decisions and setting clear priorities. This is supported by a Scrutiny Panel Group made of residents and officials who regularly meet to discuss any issues or concerns and develop appropriate actions for improvement. This activity ensures our homes are future-proofed and meet the evolving needs of older residents in our communities. As identified in the NL stock profile on page 13, the council owns 4,105 lock- ups or garage sites with a concentration of these in the areas of Wishaw, Bellshill, Motherwell, and Airdrie. We have identified that 1,116 are either challenging to let or considered surplus to requirements. A report is currently being prepared for committee, which will outline the proposed future action to improve, repurpose or dispose of lock-ups or garage sites that are no longer required. We are committed to ensuring our tenants can live in homes that are safe, secure and well cared for and we will continue to meet these expectations by meeting our high standards for providing quality and well-maintained homes. We will do this by implementing our maintenance programmes, ensure our homes comply with fire safety standards and new legislative requirements and invest in upgrading our homes to improve their quality and address challenges within our mixed tenure estates. Page 155 of 316
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Choose an item. 33 Key Challenges and Strategic Actions • The Single Building Assessment and Fire safety is a legislative requirement and of critical importance. We remain firmly committed to ongoing investment in our high-rise buildings, including the installation of sprinkler systems and enhanced fire-stopping measures. • As the housing requirements of older people continue to evolve, it is vital that we regularly assess demand for our retirement complexes and align our investment strategies to establish clear priorities. • Delivering repairs and upgrades in mixed tenure buildings presents significant challenges. A collaborative approach involving tenants, homeowners, and partners is essential to identify innovative solutions and secure funding to enable necessary works. • RAAC has been identified in twenty-two blocks of flats, some of which are in private ownership. Four council owned blocks are now planned for demolition. For mixed-tenure blocks, a RAAC Remediation Programme is underway encompassing owner engagement, however procurement issues are delaying completion of works. • The anticipated introduction of the new Housing (Scotland) Act, expected in 2026, will place additional responsibilities on landlords to address health hazards, starting with damp and mould. We are committed to ensuring our tenants live in safe, healthy homes, and will implement proactive measures to identify and resolve such issues. • Around a quarter of lock-ups and garage sites are currently underused. A strategic and proactive approach is needed to determine their future use and maximise their potential. Page 156 of 316
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Choose an item. 34 3. We will act on climate change and help achieve affordable warmth for our residents, through improving the energy efficiency of our homes. Addressing climate change and fuel poverty is a priority at both local and national levels, and council housing plays a vital role in helping to achieve these goals. The Climate Change (Emissions Reduction Targets) (Scotland) Act 2024 transitions interim climate targets to five-year carbon budgets with the goal to reach net-zero by 2045. The council developed and published the Climate Plan ACT2030 to support North Lanarkshire’s local net zero journey. Work is underway on a new Net Zero and Resilience Pathway which will set out the council’s revised plan of action and targets for achieving net zero and local climate resilience. It is anticipated that this will be published in 2026. In Scotland, buildings are a significant contributor to greenhouse gas emissions, accounting for approximately a fifth of national emissions. As such, home retrofits are crucial for both decarbonisation and fuel poverty reduction through energy efficiency improvements. Proportional skills investment will be necessary to unlock local job opportunities and green industry development. In December 2023, we published North Lanarkshire’s first Local Heat and Energy Efficiency Strategy5 (LHEES) which is driven by the national net-zero targets. This strategy outlines our plans for the next 20 years to enhance the energy efficiency of homes and buildings across the area, while also working to reduce greenhouse gas emissions associated with heating. The strategy will also help in tackling fuel poverty due to the focus on improving energy efficiency in buildings, particularly where poor energy efficiency contributes to higher energy costs for our residents. Our Tackling Poverty Strategy6 also aligns with the LHEES with a clear target to significantly reduce the number of households living in fuel poverty. A delivery plan has been developed and sets out key milestones to change the way we heat our homes including the delivery of heat pumps and even heat networks where these might be achievable. However, the costs of installing these alternative heat sources are high and challenging to deliver. According to the Scottish House Condition Survey (SHCS), an estimated 33% of households in Scotland (approximately 830,000), were experiencing fuel 5 Local Heat and Energy Efficiency Strategy and Delivery Plan 6 Towards a Fairer North Lanarkshire: Tackling Poverty Strategy 2023-2026 Page 157 of 316
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Choose an item. 35 poverty in 2025 with 17% living in extreme fuel poverty. This is set against the national 2040 target of 5% (481,000) in fuel poverty and 1% in extreme fuel poverty. Chart 10: Scottish House Condition Survey – fuel poverty rates for Scotland Fuel poverty rates remain significantly higher in the social rented sector, where 61% of households are affected, compared to 25% in the private sector. Similarly, extreme fuel poverty is more prevalent in social housing (32%) than in private housing (15%). This report identifies rising fuel prices as the primary factor driving the increase in fuel poverty between 2022 and 2023. These figures highlight the ongoing challenges in achieving the goal of eradicating fuel poverty across Scotland. 791 861 820 830472 491 420 420 31% 34% 32% 33% 5% 18.5% 19.4% 16% 17% 1% 0% 10% 20% 30% 40% 0 200 400 600 800 1000 1200 2022 SHCS 2023 SHCS Oct 2024 - OEPC est. Oct 2025 - OEPC est. 2040 Target Households Thousands Fuel Poverty Rates for Scotland and Targets Fuel Poverty Extreme Fuel Poverty Fuel Poverty % Extreme Fuel Poverty % Page 158 of 316
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Choose an item. 36 Chart 11: Scottish House Condition Survey – fuel poverty rates by housing sector We recognise that we can't solve climate change or eliminate fuel poverty, but we can play a vital role by reducing the amount of energy our tenants need to use, lowering reliance on fossil fuels and helping to cut energy bills. At the same time, we’re committed to installing low and zero carbon technologies to ensure our homes are powered by clean, sustainable energy supporting the council’s net-zero ambition. To help households experiencing or at risk of fuel poverty, the council offers a range of advice and support services. This includes working closely with income maximisers and the Tackling Poverty Team to provide guidance, boost household income, access available funding or resources, and make referrals to other services such as Home Energy Scotland. 48% 26% 61% 32% 26% 16% 25% 15% 0% 10% 20% 30% 40% 50% 60% 70% Fuel Poverty Extreme Fuel Poverty SHCS Fuel Poverty Rates by Housing Sector Social Rented 2022 Social Rented 2023 Private Sector 2022 Private Sector 2023 Page 159 of 316
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Choose an item. 37 We are also collaborating with the Wise Group as part of their Relational Mentoring Scotland service funded through the Scottish Government. This service matches households to a mentor who then provides one- to-one support on a range of topics, including those struggling with their fuel bills to help tackle fuel poverty. We remain firmly committed to ensuring that our housing stock meets and exceeds energy efficiency standards. To this end, we have allocated substantial investment towards enhancing insulation levels across our properties and deploying low carbon, renewable technologies such as solar panels and air source heat pumps to support our transition to a more sustainable energy future. As a result of our investment, 99.4% of our homes achieved an EPC rating of Band D in 2024/25, representing a 12.4% improvement since the publication of the previous HAMP in 2021. We are committed to ensuring that no properties remain in EPC bands E, F, or G by the end of this year, subject to tenant access and the participation of common owners. The Scottish Government plans to replace the current EESSH requirements with the proposed Social Housing Net Zero Standard (SHNZS). A public consultation on the SHNZS was conducted between November 2023 and March 2024, although these have not yet been published. The proposals are currently under review by the EESSH Review Group, with further steps including submission to the Scottish Housing Regulator and a consultation on performance indicators still to follow. The SHNZS has been developed to support Scotland’s legally binding target of achieving net zero greenhouse gas emissions by 2045. Unlike the previous EESSH framework, which focused on Energy Performance Certificate (EPC) One to one tailored empathetic support Enables confidence & motivation Connections to other services and support Page 160 of 316
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Choose an item. 38 ratings, the SHNZS adopts a broader, outcome-based approach with an emphasises on tangible reductions in cutting carbon emissions, improving energy affordability, and moving towards clean heating technologies. This marks a significant policy shift, aligning social housing standards more closely with Scotland’s wider climate and energy objectives. To support this, the Scottish Government launched the Social Housing Net Zero heat fund making grant funding available to social housing providers to install clean heating systems and energy efficiency measures. Since 2020, North Lanarkshire Council has been awarded £2.5m to enable these works to be retrofitted to non-traditional council stock. We will continue to actively seek and secure additional funding to accelerate progress toward our Net Zero ambitions. In addition to the new SHNZS the Scottish Government also plan to implement other new energy performance standards in the lifetime of this HAMP. This will impact on council programmes. The Heat in Buildings (HIB) consulted on in 2024 will introduce a new ‘Heat in Buildings Standard’ for private rented homes and owner occupiers and an equivalent Passivhaus standard through amending building regulations for developers. This will have implications for new council homes and for mixed tenure works. The just transition to achieve net-zero targets comes with considerable challenges, particularly the high costs associated with implementing energy efficiency measures and renewable heating systems. While most council homes already feature double or triple glazing and robust insulation, further enhancements aimed at improving EPC ratings through a ‘fabric-first’ strategy are highly expensive, demand significant resources, and can be disruptive to tenants. In practice, around 50% of the total capital improvement budget is expected to be dedicated to energy efficiency measures. Additionally, operating net-zero heating systems will result in higher costs for our tenants, as the unit price of electricity remains significantly higher than that of gas and will push households further into fuel-poverty. Despite these challenges, we remain committed to supporting the transition towards the Scottish Government’s Social Housing Net Zero Standard and the broader sustainability agenda. We continue to work closely with our partners to secure funding opportunities and to optimise the impact and reach of our investment programmes. Page 161 of 316
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Choose an item. 39 As outlined in Priority 2, we secured HIBs:ABS funding to complete works for owners in mixed-tenure blocks which has contributed to improving fuel poverty for these owners through the installation of insulation, solar panels and low-carbon heating measures. The 2025/26 HIBs:ABS allocation of £2.94m, and any future funding, will continue to be directed towards supporting owners in mixed tenure properties as well as homes of non-traditional construction which typically present greater challenges and costs in retrofit projects. We remain committed to using this and other available funding streams to help realise our ambition of reaching Net Zero across our housing stock by 2045. (HIBs:ABS) funded property improvements: Before and after pictures of mixed tenure blocks in Kilsyth We continue to support low-income households and those impacted by poor energy efficiency by referring them to the ECO Flex scheme. As part of the wider Energy Company Obligation (ECO) initiative, ECO Flex aims to improve energy efficiency and reduce carbon emissions in homes across the UK. It allows local authorities to broaden eligibility criteria for households that do not qualify under ECO4, potentially enabling them to access funding. While the scheme primarily targets owner-occupied properties, it can, under certain conditions, be applied to council-owned homes. We also work in partnership with Under One Roof, a charity offering free information and guidance on building maintenance, to raise awareness across owners and promote improved investment and repairs in buildings with shared common space. We have partnered with West Dunbartonshire Council for the ‘Can Do Green Heat Retrofit Innovation Challenge’ developed by Scottish Enterprise (SE), fully funded by Scottish Government (SG), and delivered as part of the Green Heat Innovation Support Programme. The funding will be used to develop a clean Page 162 of 316
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Choose an item. 40 heating system for blocks of flats where space is limited and a replacement for gas boilers is required. We are continuing our ambitious plans to increase the number of homes fuelled by low carbon sources. We completed 181 new zero carbon homes within the re-provisioning site at Dykehead Road and Northburn Avenue in Airdrie which is providing our tenants with sustainable and low-cost energy. We also transformed a previously derelict site at Brandon Street in Motherwell into high quality sustainable low carbon homes with solar panels and ground source heat pumps. In 2024/25 we built 278 new properties with solar panels as part of the build standard and a further 492 properties are planned with in-built solar panels by 2027/28. New homes at Dykehead Road, Airdrie The council remains firmly committed to advancing its net-zero targets, while recognising the considerable challenges that lie ahead. A key initiative involves the installation of solar panels to harness solar energy, and fabric upgrades including insulation, cladding and triple glazed windows through retrofitting existing homes where feasible. Since 2021/22 we have installed over 3,000 solar panels and fitted external wall insulation to over 2,000 of our existing homes. In addition, we have installed over 3,500 triple glazed windows and have re-clad 4 high rise blocks as well as continuing to install loft, cavity and underfloor insulation. During the lifetime of this HAMP, over 6,000 solar panels are scheduled to be installed in existing homes, with a Page 163 of 316
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Choose an item. 41 strategic plan and contracts in place to support continued investment over the next five years to meet our Net Zero ambitions. Furthermore, we are prioritising active travel infrastructure and access to public transport within new schemes, promoting healthier lifestyles and reducing transport-related emissions. Through the various programmes and initiatives, we aim to lead a transformational shift in how tenants and residents across North Lanarkshire heat and power their homes, contributing to the wider objectives of tackling climate change and fuel poverty. Page 164 of 316
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Choose an item. 42 Key Challenges and Strategic Actions • The LHEE Delivery Plan has been developed, however there are high costs associated with the installation of green heat sources and future planning is critical. • Rising energy costs have placed increasing pressure on households, leading to a greater prevalence of fuel poverty. We will therefore continue to offer support, advice, information and sign-posting to households to address issues. • The transition from EESSH to the new Social Housing Net Zero Standard (SHNZS) is currently underway, with legislation still in development. The specific requirements and reporting indicators have yet to be defined. Preparatory work will continue, and future requirements will be built into our plans. • Once introduced, the SHNZS will demand substantial investment and may be complicated by ownership arrangements in mixed-tenure buildings. We will therefore engage with owners to actively address issues. • Securing participation from homeowners and private landlords in HIBs:ABS remains difficult, as many are unable to meet the required financial contributions. To try and address this, we will seek out available funding wherever possible. • Achieving net zero targets through a just transition presents considerable challenges, particularly in terms of the financial impact on both social housing providers and their tenants. Driving change and culture will be a key action to deliver this. • Advancing further improvement in our homes through the ‘fabric-first’ approach are highly expensive, demand significant resources, and can be an inconvenience to tenants. We will engage with tenants to address their concerns and build our plans for delivering investment. • Broader challenges around workforce skills and supply chain capacity are impacting on deliverability of improvements. We will collaborate with partners to address issues where they arise. • There are available funding streams to assist in delivering net zero ambitions, however these come with limitations and caveats around how the funding can be spent. Strengthening strategic partnerships to leverage funding and impact are therefore a critical element to future delivery. Page 165 of 316
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Choose an item. 43 4. We will invest in improved systems and smarter data use to drive innovation and service excellence. We recognise that effective asset management is underpinned by robust systems and the strategic use of data to inform decision-making and is the key driver of our shared vision to make ‘North Lanarkshire the place to Live, Learn, Work, Invest and Visit’. The Digital NL programme vision is to ‘develop a skilled digital workforce, promote an innovative, sustainable culture and be the Digital Leader for a transformed North Lanarkshire’. This vision is built around five key elements, all focused on transforming communities through strategic investment, enhancing quality of life, creating opportunities, and driving down climate emissions. The council has implemented a digital connectivity framework to increase the fibre footprint across North Lanarkshire, enabling full-fibre services and improving affordability for local people and business and bringing Page 166 of 316
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Choose an item. 44 transformational change in the delivery of council services. Specifically, we aim to tackle digital exclusion by exploring opportunities through our partnerships to provide affordable, superfast and reliable Wi-Fi in all our homes. This action would help ensure that digitally excluded tenants can access online services, manage their affairs, and benefit from improved digital connectivity. It unlocks new opportunities to significantly improve how the council delivers support and services. It empowers tenants with greater choice and control over how they engage with services, enables quicker access, and enhances the overall customer experience. However, this is a long-term plan and given its size and complexity, will take beyond the lifetime of this HAMP for all the planned benefits to be realised. As part of the Digital NL programme, we carried out a thorough review of existing systems and, in July 2024, commissioned The Enterprise Project to implement a unified approach for managing our repairs, maintenance, and investment programmes. This integrated IT system will consolidate corporate and housing asset data, maintenance programmes, and lifecycle management into a unified platform, providing a single, centralised repository for all asset-related information and activities. We are also investing in a new integrated Housing Management System which will bring modern IT efficiencies and enable a more streamlined approach to managing our allocations, tenants and properties. It is currently estimated that new systems will be in place by March 2027. Providing quality homes for our existing tenants and applicants on our waiting list required a comprehensive understanding of future housing demands and aspirations. We have therefore strengthened our data collection and analysis to inform evidence-based decision making such as house types and sizes needed, alongside improved management. Digitally enabled homes play a vital role in supporting a wide range of initiatives; from integrating smart technologies that help reduce environmental impact, to providing tenants with tools to actively manage and monitor health conditions through assistive technologies. The potential benefits are extensive and far-reaching. As part of the modernisation programme, we are embracing emerging technologies to modernise service delivery including automating key processes and leveraging digital tools to enhance the efficiency, effectiveness, and responsiveness of our housing services such as managing customer enquiries, scheduling repairs and maintenance work and reporting on our performance. Page 167 of 316
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Choose an item. 45 We are also exploring the use of technology across a range of different applications to enable improvements in living standards for tenants and the management of our homes and include many of the following smart home options. We are expanding our use of environmental sensors that track temperature, humidity and air quality within homes with a view to early detection of condensation and dampness which will improve the health of tenants as well as enable improved asset management and maintenance options through early intervention to address issues. • Smart home features such as alarms and digital locks can enhance safety by providing real-time monitoring and instant alerts. Improved Safety and Security • Smart thermostats, sensors and lighting systems contribute to lowering energy consumption, helping to reduce energy bills, alleviate fuel poverty and support progress toweards climate change targets. Energy Efficiency • Smart technology can support early identification of dampness, condensation and mould allowing prompt intervention to prevent issues from developing. • Taking a proactive approach to maintenance allows for earlier detection of deteriorating living conditions, helping to improve tenant health outcomes, prevent costly repairs, reduce overall expenses, and extend the lifespan of housing assets. Asset Management and Maintenance • Digital applications can be used to manage and control security doors, operate fire safety measures such as sprinkler systems and CCTV systems. Improved Operational Function • Data analytics offer valuable insights into housing conditions and tenants needs enabling better informed, data-driven decision making Enhanced Data Management Page 168 of 316
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Choose an item. 46 As highlighted in Priority 3, the council is committed to advancing its net-zero targets, through the installation of solar panels, not only in newly built properties, but also through retrofitting existing homes where feasible. As part of this programme, we are exploring the viability of incorporating battery storage technology alongside solar panels. This would allow energy generated during the day to be stored and using technology, used in the evening and overnight, helping to reduce fuel bills and tackle fuel poverty. However, battery storage systems are costly, and there are practical limitations on how many can be installed at scale due to budget constraints. Linked to our solar panel initiatives, is our exploration of potential of smart technologies to optimise energy use. This includes opportunities to distribute generated energy equitably among residents within a block and, where possible, sell surplus energy back to the grid. Such an approach could generate income for the council, which would be reinvested into improving our housing stock. We are actively pursuing ways to maximise the benefits of solar energy wherever practicable. Digitally enabled homes offer a platform for a broader range of interactive smart technologies that support health, wellbeing, and independent living. These innovations include health applications and wearable devices that enable continuous monitoring of key health metrics, as well as assistive technologies that promote autonomy and control within the home environment. Such solutions empower older individuals and those with health conditions or disabilities to remain in their homes, enhancing their quality of life. In addition to health benefits, smart home technologies contribute to social inclusion by helping residents stay connected with family, and support networks through online options, reducing isolation and fostering community engagement. There are also wider digital platforms including access to public services and banking systems as well as educational opportunities through Page 169 of 316
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Choose an item. 47 digital learning platforms and resources, which can bring benefit to people in pursuing further education or skills development. Together, these advancements help create more inclusive, supportive, and future-ready living environments. Progressing our digital transformation plans will enable improved asset management, leveraging data effectively to inform decision-making. It will support our vision of delivering homes for a thriving tomorrow and enhance our data capabilities through the following actions: We are committed to leveraging IT solutions to enhance the living experience for our tenants, recognising that effective property management is key to reducing heating and energy costs. By improving energy efficiency across our housing stock and introducing innovative, low-cost heating and monitoring systems, we can help lower household expenses, supporting efforts to reduce fuel poverty, address inequality and enable tenants to live healthier, more sustainable lives. These improvements also contribute to our climate goals by reducing carbon emissions using clean energy. Continuing to support the implementation of the Digital NL transformation programme Implementing our new housing asset management IT system. Continuing to strengthen systems and processes as part of a fully integrated approach to asset management. Enhancing data utilisation to inform and prioritise investment decisions. Implementing new technologies to enable monitoring and reporting of energy efficiency and low-carbon systems within our homes. Contributing to the development of our new housing management system Page 170 of 316
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Choose an item. 48 Key Challenges and Strategic Responses • Delivering superfast broadband to council homes is a key ambition, aimed at enhancing tenants’ quality of life and tackling digital exclusion. Reliable connectivity also supports social inclusion by enabling access to online services, education, and community engagement. However, this ambition presents significant challenges due to the scale, cost, and complexity of implementation. A long-term, phased delivery plan has been developed to guide progress. • We recognise that a fully integrated housing asset management system is essential for delivering smart, interactive services across repairs, maintenance, and investment. Leveraging data analytics will allow us to better manage and improve our housing stock. We are actively collaborating with IT professionals to design and build the systems required to support our ambitious goals. • While we continue to explore smart technologies to improve our homes, we understand that not all solutions are suitable for all properties. That’s why we are running pilot programmes to test various heating systems across different house types. The data gathered will inform future decisions, ensuring tailored solutions that meet the specific needs of each home. • We recognise the added value of battery storage technology, alongside PV panels to enhance solar energy use and help reduce fuel bills for tenants. Although battery systems are costly, we are committed to exploring their viability for future delivery. • We believe that installing environmental monitoring IT, such as sensors for air quality, dampness, and condensation, can help us identify and address issues early. However, we acknowledge that tenants may be hesitant. To address this, we will engage positively with residents to build understanding and trust in the purpose and benefits of these systems. • Improving digital capability across our homes supports our climate goals through the installation of green energy solutions. Nevertheless, we recognise the significant challenges involved including the financial costs of retrofitting alongside the culture change needed to implement new systems effectively. Page 171 of 316
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Choose an item. 49 Cross-cutting themes and collaboration We understand that implementing ‘Homes for a Thriving Tomorrow’ requires strong strategic, multifaceted collaboration and a consistent approach to holistic solutions. A significant proportion of the actions outlined in the plan necessitate coordinated efforts across multiple teams within the council, with robust interdepartmental and external partnerships being fundamental to effective implementation. By aligning our expertise, resources and partnerships, we will establish a coordinated and integrated approach that allows us to proactively plan, invest, and innovate in housing infrastructure, ensuring that every asset contributes to improved living standards, reduced inequalities, and long-term value for residents within North Lanarkshire communities. Page 172 of 316
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Choose an item. HAMP Key Actions PRIORITY 1: WE WILL SUPPORT THE STRATEGIC DELIVERY OF QUALITY HOUSING TO MEET NORTH LANARKSHIRE’S GROWTH AMBITONS STRATEGIC ACTION MILESTONE TARGET BASELINE TIMESCALE LEAD TEAM POW/LHS Priority Key Action 1.1 Deliver NL Homes Programme Contribute to 6,000 new homes by 2035 1,356 new build council homes 1,629 2024/25 2031 New Supply POW. P1 Expand the council’s housing stock by buying more homes through the Open Market Purchase Scheme 110 homes per year 660 by 2031 845 2024/25 Annual New Supply Key Action 1.2 Develop and Deliver the Towers Reprovisioning Programme Complete Phase 1, comprising remaining programmed demolition sites and suspended sites, clearing them for future investment Complete Jackson Court demolition - 2026/27 Investment / Housing POW. P1 Complete Coursington, Allan and Draffen demolition - 2026/27 Complete Allershaw demolition - 2026/27 Complete Dunbeth demolition - 2027/28 Programme demolition of Highcoats & Birkshaw - (pending Ukrainian Resettlement) Commence delivery of Phase 2 demolition Appoint demolition consultant - 2026/27 Investment / Contract Strategy / Housing POW. P1 Complete Maxton Crescent - 2026/27 Complete Rennie Road - 2028/29 Complete Glasgow Road - 2029/30 Complete Greenfield Drive - 2029/30 Compete McClurg Court - 2029/30 Page 173 of 316
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Choose an item. 51 Complete Witchwood Court - 2030/31 Complete Woodside Tower / Glen Court - 2031/32 Explore options to engage owner occupiers impacted by re-provisioning and how we assist them to move home Options explored - Business Development and Support/ Housing Operations Action 1.3 Our homes meet housing need and enable independent living Continue delivery of linked corridor complex upgrades Delivery of Drummond Drive - 2031 Investment / Housing POW. P1 Develop a strategy for future design of linked corridor complexes Strategy developed - 2031 Investment / Housing Action 1.4 Progress implementation of Town Action Plans and Masterplan for Cumbernauld Implement Town Action Plans (TAP’s) for 6 towns TAP’s delivered - 2031 City Deal and Regeneration POW. P1 Develop the Masterplan for Cumbernauld setting out the future for the area Masterplan developed - 2027/28 Deliver and enable new homes in town centres and edge of town centre locations New homes in town centres delivered - 2031 City Deal and Regeneration / New Supply Page 174 of 316
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Choose an item. 52 PRIROITY 2: WE WILL MAINTAIN OUR HOMES TO THE HIGHEST STANDARDS OF QUALITY AND CARE ENSURING A SAFE AND COMFORTABLE LIVING ENVIRONMENT STRATEGIC ACTION MILESTONE TARGET BASELINE TIMESCALE LEAD TEAM POW/LHS Priority Action 2.1 Deliver planned and cyclical maintenance programme Annual gas safety check compliance 100% 100% Annual Repairs and Maintenance LHS. P2 Electrical safety check compliance within 5- year period 100% 95% Annual Action 2.2 Develop a plan to facilitate engagement and enforcement action across housing for essential/legislative property works Explore practice in other LA’s regarding access arrangements. Practice explored and options considered - 2026/27 Business Development and support / Housing / Repairs and Maintenance/ Investment LHS. P2 Obtain tenant preferences on how lives have changed to enable improved interactions, engagement and shape future services Tenant preferences obtained and data used to inform service delivery - 2027/28 Review potential options to amend tenancy agreements Options explored and amendments implemented where possible - Explore incentive options Options explored and any incentives identified - 2028/29 Action 2.3 Ensure our homes are fire safe and meet new legislative requirements Deliver programme of works to ensure compliance with fire and smoke alarm regulations in all council properties 100% compliance through maintenance checks/new installations 100% Annual Investment /Repairs and Maintenance LHS. P2 Develop a Fire Policy and Strategy for domestic properties Fire Policy and Strategy developed - Investment Complete fire stopping works in all sheltered and amenity housing 100% - 2030 Complete SBA programme and recommended works 100% - 2031 Page 175 of 316
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Choose an item. 53 Continue programme of sprinkler installations to all remaining tower blocks Complete Sprinkler install Elvan and Calder Towers - 2025/26 Complete Sprinkler retrofit project to Avon and Clyde Towers - 2027/28 Complete retrofit programme to install sprinkler systems to 10 additional towers. - 2031 Action 2.4 Invest in high- quality homes Implement 5-year investment programme 2025/26 – 2030/31 100% Investment programme complete - 2031 Investment POW. P1 Re-clad identified tower blocks – Wifflet/Calder Works completed - 2027/28 Action 2.5 Address RAAC issues in our properties Implement strategy in relation to RAAC within council and mixed tenure blocks Replacement Of common area RAAC - 2027/28 Investment / Repairs and Maintenance / Housing POW. P1 Replacement of whole roof RAAC - 2028/29 Demolition of blocks due to RAAC - 2026/27 Action 2.6 Comply with Damp and Mould Requirements under Awaab’s Law Address damp and mould issues within our properties TBC when SG / SHR regulations are available - 2026/27 or whenever Act is implemented Repairs and Maintenance / Housing LHS. P2 Action 2.7 Review and rationalise lock-ups and garage sites that are no longer required Implement appropriate improvement, repurposing or disposal strategies across each area Programme to improve, repurpose or dispose in place - 2027/28 Housing / Repairs and Maintenance POW. P1 Page 176 of 316
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Choose an item. 54 PRIORITY 3: WE WILL ACT ON CLIMATE CHANGE AND HELP REDUCE FUEL POVERTY FOR OUR TENANTS THROUGH ENERGY EFFICIENT IMPROVEMENTS TO OUR HOMES STRATEGIC ACTION MILESTONE TARGET BASELINE TIMESCALE LEAD TEAM POW/LHS Priority Action 3.1 Meet the Energy Efficiency Standard for Social Housing (EESSH) Increase EESSH compliance for properties in scope and engagement. 100% 86% 2025/26 2031 Investment POW. P3 Action 3.2 Meet the Social Housing Net Zero Standard (SHNZS) Assess implications and work towards SHNZS standard once confirmed by Scottish Government Subject to agreement with Scottish Government Subject to agreement 2031 Investment POW. P3 Action 3.3 Progress Local Heat and Energy Efficiency (LHEE) Plan Implement LHEE delivery Plan Plan delivered - 2031 Climate Change POW. P3 Action 3.4 Increase the number of homes fuelled by low carbon sources Expand the supply of homes built to low- carbon standards 100% of new builds 100% 2031 New Supply POW. P3 Deliver programme of renewable technologies to existing homes Programme delivered - 2031 Investment Deliver retrofit works to existing properties Retrofit works delivered - 2031 Investment Scope out the financial viability and business case of installing battery technology in our homes alongside solar panels Business case developed - 2027/28 Investment Page 177 of 316
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Choose an item. 55 Action 3.5 Secure funding and develop partnerships to maximise investment impact to provide low- carbon heating, tackle fuel poverty and improve energy efficiency Utilise Heat in Buildings area-based scheme (HIBs:ABS) funding to improve energy efficiency of predominantly mixed tenure blocks as appropriate 100% 80% Annual (from July to June) Investment / Housing POW. P3 Utilise other external grant funding opportunities where available for council housing and mixed tenure blocks as appropriate Apply for appropriate grants as they become available - 2031 Investment / Housing Page 178 of 316
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Choose an item. 56 PRIORITY 4: WE WILL INVEST IN IMPROVED SYSTEMS ANND SMARTER DATA USE TO DRIVE INNOVATION AND SERVICE EXCELLENCE STRATEGIC ACTION MILESTONE TARGET BASELINE TIMESCALE LEAD TEAM POW/LHS Priority Action 4.1 Implement new integrated Housing and Asset Management System Implement new Asset Management system New asset management system delivered - Mar 2027 Business Development & Support / Housing / Investment / Repairs and Maintenance POW. P6 Deliver new IT system through a structured programme encompassing strategic planning, data migration, system configuration and comprehensive user testing IT system delivered - Mar 2027 Explore IT options to enable flexible appointment system to improve access and engagement with tenants Options identified and considered - 2027/28 Review current practice and recording around visiting properties to share information across teams and avoid duplication Data sharing arrangement in place - 2027/28 Implement a structured system to collect, organise and securely store current and historical property data to support planning and decision-making. Storage system in place - 2028/29 Action 4.2 Deliver Digital NL Programme to transform customer engagement Scope out the cost and business case to deliver digital connectivity (infrastructure and wi-fi) for all council tenants Business case developed - 2028 Business Development & Support POW. P6 Scope out opportunities to use Smart Technology in our homes to evidence property conditions and identify issues Opportunities identified and Smart Technology options explored - 2028/29 Investment / Repairs and Maintenance Action 4.3 Make better use of data to drive investment Review Pressure Analysis on an annual basis to inform investment priorities 100% of new available sites 100% Annual New Supply POW. P6 Use and share area profile data to enhance understanding of local demand, Data analysed and shared on an annual basis - Annual Business Development & Support Page 179 of 316
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Choose an item. 57 housing needs and pressure across localities Contact all tenants within a rolling five- year schedule to enable the delivery of SHQS surveys and associated work programmes 100% 100% 2031 Investment Develop Procurement data collection methods to streamline process and inform future contract requirements Data collection methods in place - 2028/29 Investment / Contract Strategy Review strategy for consent to share data between services, contractors and partners Consent to share in place - 2031 Investment / Repairs and Maintenance / Housing / Business Development & Support Action 4.4 Deliver Smart Technology in our homes to monitor energy efficiency and property conditions Review initial data from smart thermostat pilot to evidence energy use, and consider the viability of rolling out smart thermostats across our homes Pilot evidence reviewed and viability considered - 2027/28 Investment POW. P6 Seek out opportunities to install smart technology that enables solar electricity generated to be divided amongst residents or sold back to the grid. Options explored and technology implemented where possible - 2031 Investment Page 180 of 316
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Choose an item. 58 Revisions Log Action Milestone Revisions made Reason Page 181 of 316
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref SL/AJ Date 18/02/26 Lock-up Demolition From Stephen Llewellyn, Chief Officer (Housing & Communities) E-mail LlewellynS@northlan.gov.uk Telephone 01698 274192 Executive Summary The purpose of the report is to seek Committee approval to demolish lock-ups at various locations throughout North Lanarkshire. Recommendations It is recommended that the Housing Committee: (1) Approve the proposal to remove lock-ups at various sites throughout North Lanarkshire from the rent accounting system and carry out selective demolition where possible. 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 7 Page 183 of 316
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1. Background 1.1 Many void lock-ups throughout North Lanarkshire are unpopular and have no demand, resulting in several sites being in poor condition, with an increasing void rent loss situation. 1.2 Following a recent survey across our housing localities it has been identified that there are a total of 25 sites and 280 lock-ups that require consideration for demolition, 227 currently void with no demand. 1.3 A number of our lock-up sites throughout North Lanarkshire have no waiting list and are subject to vandalism and anti-social behaviour. 2. Report 2.1 There is currently no demand at these 25 sites for the lock-ups. A leaflet drop was organised in the areas where lock-ups are empty in an effort to generate interest and advise prospective tenants that there were lock-ups available for let, there was no response to the initiative and demand for these sites remains nil. 2.2 Void lock-ups are placing pressure on the void rent loss. 2.3 The demolition of lock-ups on these sites will greatly enhance the surrounding area and will remove the areas where youths are congregating which will lead to an improvement in the living conditions for surrounding residents. The demolition will also provide additional parking at these sites. 2.4 The demolition of these lock-ups will reduce the void rent loss of the service by approximately 119K per annum, it will also be necessary for the Finance Manager to make an adjustment to reduce the annual rental income of the service by the same amount. 2.5 The demolition of the lock-ups will be carried out on a programme basis and will be contained within existing budget provisions. 3. Measures of success 3.1 Success will be measured by a reduction of void rent loss and will greatly enhance the surrounding areas and on a number of the sites, demolition will result in additional parking provision being made available alleviating parking issues at these locations. 3.2 The demolition of these lock-ups will prevent future vandalism and remove space for further occurrence of anti-social behaviour. 4. Supporting documentation 4.1 Appendix 1 Stephen Llewellyn Chief Officer (Housing & Communities) Page 184 of 316
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? There is a cost of demolition and also rental income loss, these have been factored into the overall proposal to demolish which will have wider positive impacts to the surrounding communities. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ Page 185 of 316
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If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 186 of 316
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Appendix 1 Area Lock-up Site No. on Site No. Vacant Comments Coatbridge Wilton Street Woodside Street Dunottar Avenue 22 36 6 16 36 1 Part of Witchwood Court, included in phase 2 demo No demand and substantial storm damage No demand, substantial storm damage and not economically viable to rebuild. Wishaw/ Shotts North Kilmeny Crescent Hillcrest Avenue Caledonian Road Carrick Place Northfield Avenue Rannoch Place 6 12 6 9 7 6 4 12 4 9 5 6 No demand No demand No demand No demand No demand and currently vandalised No demand Motherwell/ Bellshill Range Street Luath Place Silverburn Crescent Stanfield Drive Ailsa Crescent Cornelia Street Aster Gardens Caledonia Grove Clarinda Place Huntly Avenue Linnet Road Shirrel Avenue Tollhouse Gardens Tourmaline Terrace Colson Place Jade Terrace 14 3 6 20 12 9 14 (26 – 40) 4 10 6 16 5 (1-5 partial) 15 3 10 3 14 3 6 20 8 6 12 4 10 6 15 5 11 3 8 3 No demand No demand No demand No demand No demand No demand No demand No demand No demand No demand No demand No demand No demand No demand No demand No demand Page 187 of 316
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref SL/TMcB Date 18/02/26 Community Safety Hub performance and development From Stephen Llewellyn, Chief Officer (Housing & Communities) E-mail llewellyns@northlan.gov.uk Telephone 01698 274162 Executive Summary The purpose of this report is to provide an update on the performance and service development of the Community Safety Hub. Recommendations It is recommended that the Housing Committee: (1) Acknowledge the performance of the Community Safety Hub and recognise the ongoing positive impact delivery of this service has across the communities of North Lanarkshire. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (14) Ensure the highest standards of public protection Programme of Work Transforming Places Item 8 Page 189 of 316
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1. Background 1.1 The Plan for North Lanarkshire aims to make North Lanarkshire a better place to live, work and visit, where homes and public spaces are safe and feel safe for everyone. Improving Community Safety through monitoring and management of Public Space CCTV, tackling Anti-Social Behaviour and managing the homeless out of hours calls and standby within Housing makes a significant contribution to achieving this ambition. The above work streams are delivered through the Community Safety Hub. 1.2 The Community Safety Hub presently delivers: • Provision of 24 hour/365 days per year proactive monitoring of 1376 public space CCTV Cameras across North Lanarkshire. • 3 Autonomous redeployable mobile trailers capable of sustaining four to six weeks without a dedicated power supply. • Provision of evidence disks for Police Scotland, Crown Office and Procurator Fiscal. • Delivery of the call handling for the Anti-Social Behaviour service 24/7. • Out of Hours Anti-Social Behaviour Witnessing Service. • Out of Hours telephony service for Homelessness. • Organisation of Out of Hours Homeless Standby provision. • Co−location of Police Scotland Officers. • Emergency Response Centre and relaying of CCTV images to support the Council's Resilience capacity during major incidents, adverse weather, or other emergencies. • Winter preparedness support for colleagues in Roads and Land Maintenance • Provision of rest centres in the event they are required during incidents and / or emergencies. • Gypsy Traveller Liaison remit including management of unauthorised encampments. 2. Report 2.1 Following on from previous years’ work to upgrade all existing analogue CCTV cameras within the housing areas, this has now concluded,170 CCTV cameras have now been replaced with Full High Definition, IP cameras which can function in low light levels. 2.2 Installation of these new devices have seen significant improvements on monitoring capabilities with significantly clearer images being produced. We continue to utilise the information captured on these devices for Crime detection and prevention, Anti-Social Behaviour monitoring, Fly Tipping and Littering and also for ensuring Community Safety. 2.3 Deployments of the redeployable mobile trailers has continued throughout the year, the trailers have been deployed at locations to assess any requirement for permanent installations to be considered. At four locations where the units have been deployed work has been undertaken to provide costs for permanent cameras to be considered. 2.4 At the time of this report being prepared, one location has seen two permanent cameras installed, a further site has seen work commence for the installation of two permanent public space CCTV cameras and the other two locations are in the final stages of planning works for permanent CCTV cameras to be installed. This highlights the benefit of the trailer being deployed to assess any requirement ahead of investment in the areas. Page 190 of 316
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2.5 Work is continuing to see the Noise App deployed for use by North Lanarkshire residents. Following trial and procurement, planning is underway to see the Noise App being deployed to further support the ongoing investigation of Anti-Social Behaviour and noise complaints within our communities. 2.6 Future reports will include information around the roll out and uptake of the use of the Noise App as the information becomes available and can be collated. 2.7 In order to assist in tackling Anti-Social Behaviour across North Lanarkshire, the ‘Break the Cycle’ programme previously mentioned in the August 2024 Committee report has been delivered as a pilot to several Friday/Saturday Night Projects, attended by youths of varying ages. 2.8 It is anticipated that work undertaken can be utilised to take forward our ambition to roll out the project within secondary schools. 2.9 The programme is designed to provide information and education at school level with the aim of providing information around what Anti-Social Behaviour is and how conduct and behaviour can impact people in the community. 2.10 Engagement with colleagues in Education is continuing to agree a roll out of this programme in an education setting. 2.11 In order to develop more accurate incident recording within our CCTV control room, we have migrated from our previous Access Database which recorded all incidents and faults on our CCTV network. Work has been concluded on the migration to a new Microsoft Lists database. 2.12 This work will ensure accuracy and also allows a significantly improved degree of flexibility to allow the database to keep up with ever changing trends. The new database can be managed within the service and allows for categories to be updated live to meet changing demands. 2.13 The system was introduced on 1st April 2025 and has significantly improved the way information is recorded and accessed. Work is continuing to develop the database to include live Dashboards which will give the team greater access to key information. 2.14 Further to the work undertaken to implement a new database, a project has also been undertaken to develop and update the CCTV information held and presented on the Council’s GIS Mapping software. 2.15 CCTV locations can now be found on the internal NLC GIS Viewer located on the Inside NL homepage. To access and view CCTV information, there is a tab which can be selected for CCTV at the very bottom of the list of layers on the right-hand side of the map. 3. Measures of success CCTV Performance 3.1 Operating 1376 cameras 24/7, CCTV monitoring officers have again performed to a high standard. The figures in Table 1 are a summary of incidents recorded by CCTV for the year 2024/2025 (1st April 2024 until 31st March 2025). 3.2 During the year 2024/25, the CCTV service played a critical role in supporting community safety activities. A total of 4,360 incidents were recorded, comprising 1,856 Page 191 of 316
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criminal incidents, 1,325 community safety incidents, 580 Anti-Social incidents, and 599 environmental incidents. 3.3 In addition to incident monitoring, the service delivered significant operational outputs, including the production of 570 evidence disks and processing 1,711 review requests to assist investigations. 3.4 Furthermore, CCTV footage contributed to 508 apprehensions, cautions or fixed penalties issued, demonstrating its value in crime prevention and detection. 3.5 The service also supported vulnerable individuals by assisting in 137 missing persons cases, highlighting its broader contribution to public safety. Overall, these figures detail the importance of CCTV as a proactive and reactive tool in maintaining community security. Table 1 below gives a full breakdown of all types of incidents recorded 2024 / 2025: CCTV Service 2024/25 Criminal Incidents 1,856 Community Safety Incidents 1,325 Anti-Social Incidents 580 Environmental incidents 599 TOTAL INCIDENTS 4,360 Evidence Disk 570 Review Request 1,711 Apprehension / Cautions 508 Missing Persons 137 Page 192 of 316
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Incident Type Distribution 3.6 The distribution of incident types recorded by the CCTV service in 2024/25 demonstrates that criminal incidents constitute the largest share of activity, followed by community safety incidents, with Anti-Social and environmental incidents representing similar but smaller proportions. 3.7 Specifically, of the 4,360 total incidents, criminal incidents accounted for 42.6% (1,856), community safety incidents for 30.4% (1,325), environmental incidents for 13.7% (599), and Anti-Social incidents for 13.3% (580). This profile highlights the service’s primary focus on crime-related activity while maintaining substantial coverage of broader community safety and environmental issues. Anti-Social call handling and out of hours service 3.8 The Anti-Social behaviour call handling and out of hours service offers the communities of North Lanarkshire a 365 day a year, 24 hours a day helpline to report any Anti-Social behaviour. The figures within Table 2 below are for the year 2024 / 25. 3.9 The team handled 16,400 inbound calls that resulted in 10,064 requests for service, the remainder of the calls relate to requests for advice only, updates on previous contacts and signposting of service users to other Council services. Table 2 Anti-Social Behaviour service analysis: Anti-Social Behaviour Helpline 2024 / 25 Daytime contacts (HSMS Log generated) 4660 Out of Hour contacts (HSMS Log generated) 5404 Calls Incoming - Daytime 9449 Calls Incoming - OOH 6951 Page 193 of 316
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3.10 Key Observations: • Out of Hours contacts (5,404) slightly exceeded daytime contacts (4,660), indicating strong demand for support outside standard working hours. • Incoming calls were significantly higher than logged contacts, with 16,400 calls compared to 10,064 logged contacts, suggesting that not all calls resulted in HSMS logs being generated and were managed by providing advice only, signposting to other services or providing information or updates in relation to ongoing matters. • Daytime calls (9,449) were higher than OOH calls (6,951), but OOH contacts logged were greater than daytime contacts, possibly reflecting more complex or urgent issues during OOH periods. 3.11 The Anti-Social Behaviour Out of Hours Witnessing Service continues to provide an out of hours provision on Thursday to Sunday. Officers are available to attend call outs between 1900 to 0300, Thursday and Sunday and between 1900 to 0500 on a Friday and Saturday. 3.12 The Witnessing Service undertook a significant level of activity during 2024/25, attending 992 call-outs to support enforcement and community safety operations. The service played a key role in issuing warnings to address Anti-Social behaviour and related issues. Specifically, 82 first warnings, 16 final warnings, and 17 further warnings were administered, demonstrating a structured approach to escalating interventions where necessary. 3.13 These figures highlight the service’s preventative and corrective function, ensuring compliance and promoting safer communities through proportionate enforcement measures. The figures in Table 4 give analysis of the service from 1st April 2024 to 31st of March 2025. Table 4 Out of Hours Witnessing Service: - Witnessing Service 2024 / 25 Call outs attended 992 Formal actions carried out - First Warning 82 Final Warning 16 Further Warning 17 3.14 The Out of Hours Anti-Social Behaviour Team is responsible for the deployment and assessment of Sound Monitoring Equipment (SME). These devices are installed in properties to monitor and record noise levels, and upon retrieval, the data is analysed by the team to determine the extent of any disturbance. Through enhanced management of referral types and stricter criteria for SME deployment, both the waiting list and the number of installations has been reduced to more manageable levels. Table 5 below provides a detailed breakdown of requests and the outcomes of referrals during the reporting period. 3.15 The Sound Monitoring Equipment service recorded 45 referrals during 2024/25, reflecting a relatively low level of demand compared to other community safety interventions. At the end of the reporting period, three cases remained on the waiting list, and one case was in progress, indicating that the majority of referrals have been addressed. Page 194 of 316
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3.16 Notably, no instances of excessive noise were detected. These figures suggest that while the service continues to provide a mechanism for investigating noise-related complaints, the actual prevalence of excessive noise requiring formal action was minimal during the year. Table 5 SME Referrals and outcomes Sound Monitoring Equipment 2024 / 25 Referrals 45 Currently on waiting list 3 In progress 1 Outcome of completed referrals - Excessive noise heard 0 Homeless Service (Out of Hours) 3.17 Table 6 below shows the work undertaken by the team in relation to homeless calls out of hours. The Out of Hours Homeless Service handled a substantial volume of activity during 2024/25, responding to 8,764 calls from individuals seeking assistance outside standard working hours; these include all call backs and contacts from homeless standby officers conducting their health and safety check-ins whilst carrying out their duties out of hours. The number of calls received averages 24 calls per day to the Out of Hours Homeless Service. 3.18 The number of contacts passed to Standby Officers, 2,164 calls represents approximately 25% of all calls received, include book-ins at homeless accommodations, people presenting at Police Offices as homeless and service users, who for a variety of reasons, have been unable to remain in their current accommodation and have been confirmed as homeless through assessment by the call handling team. 3.19 The data highlights the critical role of the Out of Hours Homeless service in providing immediate support and ensuring vulnerable individuals have access to emergency accommodation and guidance during non-business hours. Table 6 Homeless Service (Out of Hours) performance: - Homeless Service (Out of Hours) 2024/25 Out of Hours Calls 8764 Number of contacts passed to Standby Officer 2164 4. Supporting documentation Not applicable Page 195 of 316
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Stephen Llewellyn Chief Officer (Housing & Communities) Page 196 of 316
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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? 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 ☒ 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 197 of 316
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Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 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 198 of 316
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref SL/TH/KMcG Date 18/02/26 Strategic Performance Framework - latest performance results for Housing From Stephen Llewellyn, Chief Officer (Housing & Communities) E-mail LlewellynS@northlan.gov.uk Telephone 07939 280680 Executive Summary The housing service covers the management of all housing provider related functions including housing repairs and investment, rent management, void management, tenancy management, tenant satisfaction, and homeless related services. Performance in each of these areas is monitored through various statutory returns, including the Annual Return on the Charter (ARC), the Scottish Government Housing Annual Statistical Return (HSAR), and the Scottish Government Homeless returns (HL1) as well as service and contractual performance indicators. The service has a robust performance monitoring regime where performance is reviewed on an ongoing basis and formally on a monthly, quarterly, and annual basis. As members of the Scottish Housing Network, the council regularly engages in benchmarking and practice sharing between other Scottish landlords. The purpose of this report is to highlight a six monthly update on performance. Specifically, the 2025/26 year to date performance of the Housing service for the performance indicators detailed at Appendix 1. Recommendations It is recommended that the Housing Committee: (1) Review the high-level performance overview presented in Appendix 1 and identify where further information is required to understand or investigate performance further. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Item 9 Page 199 of 316
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1. Background 1.1 There are six inter-related strategic frameworks which are key to evaluating the success of The Plan for North Lanarkshire and assessing delivery towards achieving the overall vision by ensuring each stage is appropriately aligned, planned, guided, implemented, monitored, and governed. 1.2 The six frameworks focus on ensuring a corporate one council approach in respect of Policy, Governance, Performance, Self-Evaluation, Project Management, and Demonstrating Improved Outcomes for Communities. 1.3 The Strategic Performance Framework comprises performance measurement at three levels. This aims to collectively provide an overview of performance to help understand the impact of council activities on improving services and outcomes for the people and communities of North Lanarkshire. The measures in this Framework allow for day-to- day activities, and progress towards achieving the long-term vision set out in The Plan for North Lanarkshire, to be regularly monitored, reported, assessed, and scrutinised. 1.4 The Strategic Performance Framework is aligned to the Accounts Commission’ Statutory Direction which places a requirement on councils to ensure clear, balanced, and effective reporting on how well services are performing that includes (i) comparisons of performance over time and between councils, and (ii) shows how well local outcomes are being improved. For information, the council’s comparative performance in Local Government Benchmarking Framework (LGBF) indicators can be viewed through the Improvement Service’s online dashboard: https://www.improvementservice.org.uk/benchmarking/explore-the-data 1.5 A Performance Reporting Schedule supports the timely submission of a range of performance information to ensure fully informed review, reporting, scrutiny, and decision-making processes by Elected Members and senior management. This Schedule, endorsed by the Audit and Scrutiny Panel each year, includes Chief Officer’s individual Performance Reviews at Service Committees in line with the Strategic Performance Framework. 1.6 This report therefore presents the Housing Committee with the latest performance results for Housing services for Members’ further review and scrutiny. 2. Strategic Performance Framework Housing Committee responsibilities 2.1 In line with the terms of reference outlined in the Scheme of Administration, the Housing Committee is responsible for monitoring and reviewing performance information for the following Ambition Statements from The Plan for North Lanarkshire. 1. Ensure a housing mix that supports social inclusion and economic growth. 2.2 The high-level performance overview in Appendix 1 presents Members with a summary of the latest results for performance indicators relating to the Housing services that sit within the remit of the Chief Officer (Housing). 2.3 The information in Appendix 1 comprises the undernoted. Appendix 2 provides additional context in respect of the council’s approach to the measurement of indicators and setting of targets. Page 200 of 316
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• An ideal direction arrow - this indicates whether a higher or lower figure is the preferred direction of travel. • Measurement unit - for example whether the result is a %, a number, a unit cost (in £), or a ratio. • Performance results for the most recent financial years (depending on availability of data) along with the latest year’s target and corresponding RAG status (for indicators where it is appropriate to set targets). • The most recent quarterly results, along with the corresponding target and RAG status. Note the inclusion of this information is dependent on the measurement frequency of the indicator and availability of data as at the time of reporting. • A trend graph - this captures the direction of travel achieved over the years and includes the most recent monthly or quarterly results where available. • Comments - narrative summarising the current position and providing an explanation for any significant variations in performance. Where applicable, this narrative also highlights any internal or external factors impacting on service delivery as well as any residual effects of the pandemic, e.g. any increase or decrease in the volume of transactions or enquiries processed. Current context 2.4 The continued increase in the cost of living is placing substantial financial pressure on tenants, and responding to this challenge remains a central priority for the service. The Rent Assistance Fund, introduced in February 2023, has played a significant role in providing support to tenants, particularly those on low incomes. This has contributed to sustaining stable tenancies during this period of economic difficulty. To date 2,373 tenants have been helped by this innovative fund, which not only helps the tenant in their time of need but encourages continued engagement between the tenant and their trusted housing officer. This has in turn helped our overall rent arrear figure to reduce to 6.6%. 2.5 Several Scottish local authorities have formally declared a housing emergency in response to rising homelessness, severe shortages of affordable homes and increasing pressure on statutory services. In May 2024, the Scottish Government also declared a national housing emergency, acknowledging escalating homelessness, falling housing completions and wider affordability challenges across the country. Over recent years, North Lanarkshire has experienced an increase in homelessness presentations, with a 13% increase recorded between 2021/22 and 2022/23 and a further 16% rise observed between 2022/23 and 2023/24. This reflects the growing pressures faced by vulnerable households. Despite these challenges, the sustained commitment and proactive prevention work of locality teams and support staff have enabled us to manage resources effectively and provide targeted assistance where it is most needed. This approach has contributed to a reduction in presentation numbers with an 8% reduction in 2024/25 and a further reduction of 3.5% year to date, indicating that our interventions are delivering positive outcomes. We continue to address the level of homelessness cases supported by ongoing targeted operational activity. 2.6 The service continues to comply fully with the Homeless Persons (Unsuitable A higher figure is better A lower figure is better Key to RAG status Green Performance is on target and/or within acceptable thresholds Red Performance does not meet target and is outwith acceptable thresholds Blue Performance surpasses the target and exceeds expectations Page 201 of 316
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Accommodation) (Scotland) Order 2014 and does not utilise B&B-type accommodation, which remains a common contingency measure in other local authority areas. Recent performance highlights 2.7 The percentage of rent due in the year that was lost due to properties being empty (Void rent loss %) is sitting below last year’s outturn of 0.80% at 0.67% and significantly below our target of 1%. The average time taken to re-let properties remains consistent with last year’s improved figure at 29.9 days and within our target of 30 days. 2.8 Our percentage lets to homeless people has increased further this year to 52% to address the number of cases. We continue to achieve high levels of satisfaction with the quality of temporary accommodation at 97.8%, 1.8% above our increased target of 96%. These high levels of satisfaction are testament to the continual review of the quality of furnishings and fittings in our accommodation as well as the high level of decoration in the properties. 2.9 Our repairs service continues to perform well with the average timescale for emergency repairs completed is 2.37 hours, 0.3 hours less than last year’s outturn and well within our target timescale of 3.75 hours. Meanwhile the average timescale to complete non- emergency repairs is within our target of 7 days at 6.7 days. Areas of performance requiring improvement 2.10 The percentage of decisions made within 28 days for households presenting as homeless is below our target of 95% at 90.8%. The percentage of decisions made within 28 days for households under 25 years old presenting as homeless is below our target of 95% at 90.7%. These figures reflect the transient nature of the client group, where maintaining contact to allow staff to make decisions within timescale can be difficult. Service audits are ongoing to determine the reasons for the decline in performance in these areas. The main reason being ‘Lost Contact’ from the applicant. Next steps 2.11 As noted in paragraph 1.5, the Strategic Performance Framework is supported by a Performance Reporting Schedule. This sets out the arrangements for service, statutory, and Strategic Performance Framework reporting to committee. In this respect the relevant Committee can expect to receive the following reports in respect of Housing areas of work during 2026 to 2027. Report Description Committee Committee cycle for next report Housing Regulator: annual landlord report This report presents the annual landlord report published by the Scottish Housing Regulator (SHR) which shows Scotland’s social landlords’ performance for both Local Authorities and Registered Social Landlords (RSL’s) against the Scottish Social Housing Charter (SSHC). Housing Committee Cycle 4 in 2026 Page 202 of 316
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• Latest report in November 2025: link to report Scottish Housing Regulator: Annual Assurance Statement Since April 2019, Social Landlords in Scotland are required to advise the Scottish Housing Regulator (SHR) if they meet the regulatory standards and requirements by submitting an Annual Assurance Statement between April and October each year. Each landlord should confirm in its Statement its level of compliance with all of the relevant requirements at section 3 of the Regulatory Framework. The SHR assesses each Statement as part of their regulatory risk assessment and publishes an engagement plan for each landlord. From March 2021, RSL engagement plans include a regulatory status which is the SHR judgment on whether the RSL complies with regulatory standards and requirements. • Latest report in August 2025: link to report Housing Committee Cycle 3 in 2026 Annual housing / Scottish Social Housing Charter performance report The annual performance report to tenants is designed to keep tenants, service users, and other customers informed of council performance and how the council is progressing towards meeting the outcomes of the Scottish Social Housing Charter (SSHC). Latest report published on the website October 2025: link to website n/a, published on the council’s website by 31st October each year Community safety performance Update on the performance of the Community Safety Hub following its merger into Housing. Latest report in August 2024: link to report Housing Committee Cycle 3 in 2025 Homeless performance and progress This report provides an update in terms of performance in relation to the provision of homelessness services which continued to be delivered throughout the pandemic and, despite the challenges the pandemic brought, highlights many areas of improved performance. Latest report in November 2025: link to report Housing Committee Cycle 4 in 2026 Page 203 of 316
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3. Measures of success 3.1 Measures of success include: • Regular oversight and monitoring of performance across the organisation to gain assurances in terms of governance and accountability. • Regular review and challenge processes to scrutinise the performance of the council to ensure effective use of resources and that resources are directed in accordance with agreed policy and according to priorities, while ensuring sound decision making and clear accountability for the use of resources in achieving improved outcomes for service users and the local community. • Performance monitoring, management, and reporting arrangements that support the demonstration of improved performance in local services and outcomes, and the delivery of Best Value. 4. Supporting documentation 4.1 Appendix 1 - High-level performance overview. 4.2 Appendix 2 - Note for information in respect of performance indicators and targets. Stephen Llewellyn Chief Officer (Housing & Communities) Page 204 of 316
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ Page 205 of 316
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5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 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 206 of 316
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Appendix 1 Housing High-level performance overview - as at January 2026 Page 207 of 316
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Appendix 2 Note for information in respect of performance indicators and targets It should be noted that the nature of particular areas of service being measured in order to assess and manage performance do not always lend themselves to a traditional approach to either measuring performance or setting targets, for example: • Some indicators (and targets) are required to monitor performance against a commitment or minimum standard the council has made in advance to achieve a stated level of performance when delivering a service. • Some indicators (and targets) are required to assess compliance with legislative requirements. • Some targets represent the level of performance that the council aims to achieve from a particular activity in either the short, medium, or long-term. • Some indicators are needed to help present a complete picture of performance in the round, as a single performance indicator used in isolation rarely tells the whole performance story and a range of indicators are required to reflect the economic, efficient, and effective aspects of demonstrating best value. • Some indicators and targets can help to support accountability to the public in terms of demonstrating best value and an efficient and effective approach to the delivery of services. • Some indicators are monitored to ensure the council complies with specific requirements, such as information governance or health and safety. • Some indicators are monitored to provide added context in order to help interpret performance results or supplement other existing measures. Information such as this can be critical to enhance knowledge and decision making in terms of demand to help determine priorities and allocate resources. • For some indicators it is not appropriate to set targets as it is the trend in the data (i.e. the direction of travel) that provides more meaningful information to allow for an assessment in relation to whether performance has improved. • Some indicators are national benchmarking indicators where their purpose is to allow for comparisons with other councils and the national average. These benchmarks are, in essence, can openers designed to focus questions on why variations in cost and performance are occurring between similar councils. • Some indicators are proxy measures, particularly in the case of measuring outcomes, as without directly measurable data for a desired outcome the only alternative is to use a proxy that is an indirect measure of the desired outcome but which is itself strongly correlated to that outcome. Page 210 of 316
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref SL/RD Date 18/02/26 Housing and Corporate Maintenance and Investment Services Contract: Interim Report From Stephen Llewellyn – Chief Officer (Housing and Communities) E-mail LlewellynS@northlan.gov.uk Telephone MS Teams Executive Summary The purpose of this report is to provide Committee with a mid-year Performance Report on the Housing and Corporate Maintenance and Investment Services Contract (the “Contract”) in line with reporting timescales previously acknowledged by Committee. This report provides identified key performance indicator measurements against the Contract as well as performance in relation to the Scottish Housing Regulator and measuring the charter outcomes. This should ensure elected members have sufficient information to assess how Contract performance supports the council in delivering against The Plan for North Lanarkshire, as well as producing a high level of service delivery, legal compliance and customer satisfaction. Recommendations It is recommended that the Housing Committee: (1) acknowledge the operational performance of Mears Limited, the appointed Contractor to deliver the requirements of the Contract, for both Housing and Corporate repairs, covering the period from 1 July 2025 to 31 December 2025; and (2) acknowledge key Contract achievements in the first 12 months of operation, including the successful mobilisation of the Contract, integration of many transition contracts and Social Value deliverables. The Plan for North Lanarkshire Priority All priorities Ambition statement (24) Review and design services around people, communities, and shared resources Programme of Work Statutory / corporate / service requirement Item 10 Page 211 of 316
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1. Background 1.1 Committee will recall previous reports on the progress of the procurement of this Contract. On 2 May 2024 council provided the necessary approval to award the Contract to Mears Limited. Following approval, the Contract was signed on 22 May 2024 and a mobilisation phase commenced to ensure the Contract was ready to use for Contract commencement on 1 July 2024. 1.2 A report presented to Committee on 27 August 2025 outlined future reporting requirements in relation to the Contract. 1.3 To ensure committee receives sufficient updates on the Contract, an Annual Report will be presented to the Housing committee at cycle 3, providing an overview of the Contractors performance against SPIs, KPIs, Social Value targets, Contract spend, any applicable Service Credits and Strategic Maturity monitoring for each contractual year. 2. Report Transition Contracts 2.1 From contract commencement to 31 December 2025 a total of 33 additional contracts have successfully transitioned to the Contract and services are now being provided by Mears Limited, including via its supply chain. 2.2 All remaining in scope contracts are scheduled to transition at their expiry date to the Contract by June 2026. 2.3 This process continues to be monitored by council officers working alongside existing service providers and Mears Limited to ensure essential service delivery continues. 2.4 Key Social Value highlights delivered during the reporting period of the Contract include: • 36 Craft Trade apprenticeships; • 17 additional jobs created; • 365 hours volunteering for St Andrews Hospice/projects; • North Lanarkshire Deaf Hub: work ongoing; • St Aidans flexible learning space enhancing inclusive education; • Christmas Appeal; • NL Homeless supported; • Winter warmer pack supplied; • VCSE/Projects Donations: £11,720; and • VCSE Spend: £3,000,000 2.5 Social Value outcomes continue to be monitored on a monthly basis against contractual commitments to ensure we can deliver the maximum benefit for our local communities. Key Performance Indicators 2.6 The KPI outputs for the reporting period are available at Appendix 1 (Housing) and Appendix 2 (Corporate). Page 212 of 316
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2.7 A small number of KPI’s do not yet have available data to allow for robust reporting or, have not generated data during the operational period to produce an output. Where required, performance monitoring of these areas is carried out through the contract governance groups. Further details on these KPI’s and exclusion information is provided in Appendix 4. Housing Property Performance 2.8 97.50% of Immediate Response jobs were completed within timescale from 1 July 2025 to 31 December 2025 which exceeds the 95% target. The corresponding KPI is 3.1a which is recorded on a monthly basis. 2.9 97.04% of Normal Response jobs were completed within timescale from 1 July 2025 to 31 December 2025 which exceeds the 95% target. The corresponding KPI is 3.1b which is recorded on a monthly basis. 2.10 98.18% of Void Repair Orders were completed within timescale from 1 July 2025 to 31 December 2025 which exceeds the 95% target. The corresponding KPI is 3.4 which is recorded on a monthly basis. 2.11 Customer satisfaction for Mears Limited is 95.06% for 1 July 2025 to 31 December 2025 which did meet the 95% target. The corresponding KPI is 5.3 which is recorded on a monthly basis. The 2024/25 Scottish average was 87.0%. The Council continue to receive various methods of surveys which include completed surveys online from tenants and at the post inspection stage of works, undertaken by Technical Officers. 2.12 Right First Time KPI 3.2 is currently under review due to a potential calculation anomaly. Council Officers and Mears Limited are working to identify a resolution to this and accurate indicator figures will be provided as part of the Annual Contract Report. 2.13 The figures noted above can be viewed in Appendix 1. Corporate Property Performance 2.14 97.96% of Immediate Response jobs were completed within timescale from 1 July 2025 to 31 December 2025. This exceeds the 95% target. The corresponding KPI is 3.1a which is recorded on a monthly basis. 2.15 99.02% of Normal Response jobs were completed within timescale from 1 July 2025 to 31 December 2025. This exceeds the 95% target. The corresponding KPI is 3.1b which is recorded on a monthly basis. 2.16 It should be noted that Customer Satisfaction is under review in terms of collecting data from service users. Satisfaction is currently measured at the post inspection stage of works, undertaken by our Technical Officers. The corresponding KPI is 5.3 which is recorded on a monthly basis. 2.17 The figures noted above can be viewed in Appendix 2. Frontline Resolutions 2.18 52 Stage One complaints were upheld/partially upheld in relation to Mears Limited for the period 1 July 2025 to 31 December 2025. The corresponding KPI is 5.4 which is recorded on a monthly basis. Page 213 of 316
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2.19 An analysis of all complaints received is undertaken by Housing Property to allow any re-occurring issues to be addressed and associated service improvement actions to be progressed. 2.20 The figures noted above can be viewed in Appendix 1. 2.21 There are no complaints relating to Corporate Property from 1 July 2025 to 31 December 2025. Investigations 2.22 6 Stage Two complaints were upheld/partially upheld in relation to Mears Limited for the period 1 July 2025 to 31 December 2025. These are already captured in the returns for KPI 5.4. An analysis of all complaints received is undertaken by Housing Property to allow any re-occurring issues to be addressed and associated service improvement actions to be progressed. Core Projects 2.23 The Investment Team within Housing Property deliver the Housing Capital Programme. Within the Contract there are a number of thematic programme areas which are in scope for capital investment works to be carried out. This means that Mears Limited can have first opportunity to price for the work to be carried out by them through the contract. 2.24 As part of the enhanced contract management arrangements, officers working alongside Mears Limited have prepared an Annual Service Delivery Plan. This document outlines the council’s forecast requirements for the year ahead, including Core Services and Core Projects, anticipated budgets, high level scoping information and project timelines. The creation of this document has allowed the council and Mears Limited to forward plan, gain early awareness of upcoming projects, identifying resourcing requirements and potential supply chain opportunities. 2.25 The extent to which Mears Limited secure Core Projects is determined by Best Value testing via the engagement process. Should the council determine that Mears Limited’s offer to deliver a Core Project does not constitute Best Value, then the Council will procure and manage the requirement by other means. This commercial approach ensures that the Council will always pay the ‘market rate’ for Core Projects. 2.26 The following table provides an overview of the Core Projects issued via the engagement process from 1 July 2025 to 31 December 2025: Core Projects Count Value (circa) Awarded (via Core Projects) 2 £1.031m Not awarded (via Core Projects) 3 £315k In progress (under consideration, to be reported in cycle 3) 9 £6.44m Totals 14 £7.786m Page 214 of 316
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2.27 A summary of the awarded and declined Core Projects issued via the engagement process are included in Appendix 3. Core Project Contractor Performance 2.28 As noted in section 2.26 Mears have been awarded £1.031m contracts for delivery as a Core Project. As well as traditional contract administration methods of contract and supplier management, contractor performance is also monitored for the delivery of these contracts using Balanced Scorecards which is an unambiguous, data driven method of capturing KPI scores against an agreed scoring framework. 2.29 The KPI’s monitored include elements such as performance against programme, planned spend against programme and health and safety activities. 2.30 Mears Limited’s performance for the last five months for each of the Core Projects delivered is available in the below table. Housing Property will continue to monitor and manage Mears Limited to track progress against the defined KPI’s as laid out in the Contract. Project/ Programme Period 6 Score Period 7 Score Period 8 Score Period 9 Score Period 10 Score Capital Kitchens 85% Amber 85% Amber 78% Amber 89% Amber 95%* Green Capital Bathrooms 85% Amber 85% Amber 85% Amber 93% Green 93% Green Retirement Complex Fire Doors 93% Green 100% Green 97% Green 93% Green 85% Amber John Smith Court Lifts Not measured due to short duration * Capital Kitchens Period 10 Score calculated against a reduced number of applicable KPIs as there were no planned opening ups of new kitchens in this period to allow for backlog of in progress kitchens to be completed. 2.31 The RAG (red, amber, green) colours attributed to each score in the above table are informed from the Balanced Scorecard(s). 2.32 The Investment Team have also implemented the use of Fastdraft which is a system that provides an enhanced approach to contract management. The first two contracts that the system will be used to manage Mears Limited through are currently being finalised, however it is anticipated that all contract management arrangements f or Housing Capital Core Projects will be delivered through the newly implemented system. 2.33 Core Projects delivered to maintain and improve the Councils corporate estate now utilise a consistent approach to contractor management that aligns with KPI’s, making use of balanced scorecards. The recently awarded Core Project at Brannock High School (further details in Appendix 3) will provide the first opportunity to capture and record Mears Limited’s Core Project performance for this client area. In the reporting period, 3 Corporate Core Projects were not awarded (after assessment for best value) and there remains 2 further Core Project opportunities in progress (under consideration and to be reported in cycle 3). Page 215 of 316
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Contractual Spend 2.34 Contractual spend is monitored on a weekly basis, with summary reports provided to key stakeholders. An overview of spend is included below: Risk 2.35 Risks relating to the Contract are being managed at an operational level through a contract risk register and at a corporate level. 2.36 Risks previously identified via the Enterprise Project procurement which remain live and relevant have been transferred to the contract risk register which is monitored and reviewed on a monthly basis by the Level 4 governance group. New risks relating specifically to the Contract are added to this register on an ongoing basis. 2.37 A risk escalation process is in place across the governance structure to ensure appropriate oversight and management of risks throughout the life of the Contract. 3 Measures of success 3.1 The Contract delivers all contractual obligations, meets performance targets and additionally contributes to the following outcomes: • shape North Lanarkshire; • enhance our economy; • regenerate our communities; • provide cohesive maintenance and repairs; • focus on whole life investment; • achieve more efficient and effective delivery; • move towards more sustainable and carbon neutral communities; and • provide access to additional resources. 4 Supporting documentation Appendix 1 – Key Performance Indicators (Housing) Appendix 2 – Key Performance Indicators (Corporate) Appendix 3 – Core Projects Summary Appendix 4 – Key Performance Indicator Exclusions Spend (Period 4 – 10 inclusive) Core Services £41.10m Core Projects £ 6.27m Service Implementation £0.153m Totals £47.53m Page 216 of 316
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Stephen Llewellyn Chief Officer (Housing and Communities) 5 Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ Page 217 of 316
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If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). Page 218 of 316
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If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 219 of 316
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Appendix 1 – Key Performance Indicators (Housing) (Core Services and Core Projects) Housing Core Services KPIs KPI Description Frequency Target Calculation YTD July August September October November December No of work orders completed 104 N/A N/A N/A N/A N/A 104 No of work orders planned 104 N/A N/A N/A N/A N/A 104 As a % 100.00% N/A N/A N/A N/A N/A 100.00% No. of defects completed within agreed timeframe 1 N/A 1 N/A N/A N/A N/A Total no. of defects 1 N/A 1 N/A N/A N/A N/A As a % 100.00% N/A 100.00% N/A N/A N/A N/A No of reactive jobs completed within timescale 21393 3175 3040 3386 3846 4087 3859 No of Jobs outwith 520 122 90 84 57 56 111 No of jobs no completion/attendance date 29 0 0 0 0 1 28 No of reactive jobs expected to be complete 21942 3297 3130 3470 3903 4144 3998 As a % within timescale 97.50% 96.30% 97.12% 97.58% 98.54% 98.62% 96.52% No of reactive jobs completed within timescale 33186 5387 4836 5374 5850 5930 5809 No of Jobs outwith 803 220 148 145 104 87 99 No of jobs no completion/attendance date 208 0 0 0 6 20 182 No of reactive jobs expected to be complete 34197 5607 4984 5519 5960 6037 6090 As a % within timescale 97.04% 96.08% 97.03% 97.37% 98.15% 98.23% 95.39% No of eligible repairs completed first time within agreed timeframe 26585 6158 6044 6811 7572 Under Review Under Review Total no of repairs eligible for first fix 28581 6794 6494 7276 8017 Under Review Under Review As a % 93.02% 90.64% 93.07% 93.61% 94.45% Under Review Under Review No of defects completed within 5 day timeframe 25 5 6 5 2 3 4 Total no of defects 26 5 6 6 2 3 4 As a % 96.15% 100.00% 100.00% 83.33% 100.00% 100.00% 100.00% No of void jobs completed within timescale 6625 1182 1012 1160 1052 983 1236 No of Jobs outwith 103 31 24 10 24 6 8 No of jobs no completion/attendance date 20 0 0 0 0 0 20 No of void jobs expected to be complete 6748 1213 1036 1170 1076 989 1264 As a % within timescale 98.18% 97.44% 97.68% 99.15% 97.77% 99.39% 97.78% No. of defect certificates signed off at the end of defects period 2 N/A N/A N/A N/A N/A 2 Total no. of defect certificates 2 N/A N/A N/A N/A N/A 2 As a % 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Total no. of statutory compliance inspections broken down by sub programme 15 2 2 2 2 2 5 Total no. of statutory compliance inspections completed within timeframe broken down by sub programme 15 2 2 2 2 2 5 As a % 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% No of incidents 1 0 1 0 0 0 0 No of employees hours worked 496860 82810 82810 82810 82810 82810 82810 Number of accidents x 200,000 / No of employee hours worked 0.40 0.00 2.42 0.00 0.00 0.00 0.00 5.3 Customer satisfaction with completed Reactive Maintenance Services per month Monthly 95% Cumulative average score achieved during post works satisfaction survey for reactive works 95.06% 91.85% 95.79% 95.16% 97.46% 94.93% 95.76% 5.4 Number of justified customer complaints per month Monthly 5 No of justified complaints received 58 6 8 11 13 12 8 3.4 Percentage of Void Property Orders completed within the order completion period Monthly 95% Monthly 0 4.1 Percentage of Statutory compliance inspections completed and documented each month compared to the agreed compliance plan schedule Annually 95% 95% 95% 95% 3.3 Percentage of defects rectified within 5 working days Monthly 3.1 a) 100% 4.4 Reportable accident frequency rate over a 12 month period (incl. subcontractors) 3.2 Percentage of Reactive Maintenance Service orders completed right first time Monthly Percentage of total reactive repair Core Service Orders completed within order completion period a) Immediate Response Repair Monthly 3.1 b) Percentage of total reactive repair Core Service Orders completed within order completion period b) Normal Response Repair Monthly 2.3 Percentage of Planned Maintenance defects (arising since completion that result from workmanship or materials failures) rectified by the contractor within the agreed defects period. Annually 95% 2.2 Percentage of orders delivered in accordance with accepted planned maintenance individual programme plan Annually 95% 3.5 Percentage of void defects rectified within agreed defects period Monthly 95% Page 220 of 316
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Housing Core Project KPIs KPI Description Frequency Target Calculation YTD July August September October November December No of calls answered within specified timeframes 69939 10216 9599 11555 13274 13241 12054 Total no. of calls received 73589 10754 10128 12156 13936 13911 12704 As a % 95.04% 95.00% 94.78% 95.06% 95.25% 95.18% 94.88% Total no of completed work orders not charged within 30 days broken down by sub programme 37 14 1 9 0 2 11 Total no of completed work orders charged broken down by sub programme 62439 10240 8013 10492 11561 11319 10814 As a % 0.06% 0.14% 0.01% 0.09% 0.00% 0.02% 0.10% 6.3 Orders outstanding (not completed) beyond Order Completion Period Total Monthly 5% % of orders outstanding totalled across all three programmes (Immediate, Normal & Voids) 1.67% 1.48% 2.41% 1.89% 2.41% 0.27% 1.67% Total no. of works orders completed broken down by sub programme 21676 3335 3102 3458 3873 3946 3962 Total no. of works orders issued broken down by sub programme 21740 3342 3115 3473 3886 3951 3973 As a % 0.29% 0.21% 0.42% 0.43% 0.33% 0.13% 0.28% Total no. of works orders completed broken down by sub programme 32769 5500 4805 5377 5638 5832 5617 Total no. of works orders issued broken down by sub programme 33652 5692 5021 5535 5740 5872 5792 As a % 2.62% 3.37% 4.30% 2.85% 1.78% 0.68% 3.02% Total no. of works orders completed broken down by sub programme 7254 1368 1081 1236 1152 1102 1315 Total no. of works orders issued broken down by sub programme 7409 1380 1109 1266 1214 1102 1338 As a % 2.09% 0.87% 2.52% 2.37% 5.11% 0.00% 1.72% Number of sub-contractor invoices paid within the agreed timescale 1994 322 323 277 386 405 281 Total no. of sub-contractor invoices 1996 322 325 277 386 405 281 As a % 99.90% 100.00% 99.38% 100.00% 100.00% 100.00% 100.00% 6.5 Number of sub-contractor invoices paid within the agreed payment terms Monthly 95% 6.3 (a) Monthly 5% 6.3 (c) Orders outstanding (not completed) beyond Order Completion Period (c) Voids Monthly 6.2 Orders completed but not charged within 30 days Monthly 6.3 (b) Orders outstanding (not completed) beyond Order Completion Period (b) Normal Response Repair Monthly 5% 5% 5.6 Percentage of calls answered within agreed timescale Monthly 90% 5% Orders outstanding (not completed) beyond Order Completion Period (a) Immediate Response Repair KPI Description Frequency Target Calculation F Period 4 21/06/2025 - 18/07/2025 F Period 5 19/07/2025 - 15/08/2025 F Period 6 16/08/2025 - 12/09/2025 F Period 7 13/09/2025 - 10/10/2025 F Period 8 11/10/2025 - 07/11/2025 F Period 9 08/11/2025 - 05/12/2025 F Period 10 06/12/2025 - 02/01/2026 1.1 Programme milestones met in accordance with the accepted Capital Programme Plan and associated pricing. Monthly (financial period) 95% - 95.28% 27.16% 61.76% 65.76% 81.32% 79.14% 50.00% 1.2 Percentage of projects designed in accordance with the accepted Programme. Quarterly (financial period) 90% - No reportable data 100.00% 66.67% 1.3 Percentage of project milestones delivered in accordance with the accepted specification and Programme. Monthly (financial period) 95% - 49.33% 29.00% 64.81% 61.17% 83.93% 81.67% 120.00% 1.4 Percentage of Capital Programme defects (arising since completion that result from workmanship or material failures) rectified by the contractor within the agreed defects period. Quarterly (financial period) 98% - No reportable data 100.00% 0.00% 4.2 Collection of 'as-fitted' asset and aligned O&M information within agreed post- completion timescales. Monthly (financial period) 95% - No reportable data No reportable data No reportable data 100.00% No reportable data 100.00% 0.00% 5.1 Percentage of scheduled Contractor appointments missed by the Contractor. Monthly (financial period) 5% - 5.81% 4.50% 3.98% 3.89% 0.00% 5.03% 4.87% 5.2 Customer satisfaction with completed projects achieved through post-scheme surveys over a 12 month rolling period. Monthly (financial period) 95% - 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Page 221 of 316
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Appendix 2 – Key Performance Indicators (Corporate) (Core Services and Core Projects) Corporate Core Services KPIs KPI Description Frequency Target Calculation YTD July August September October November December No of work orders completed 209 N/A N/A 1 N/A N/A 208 No of work orders planned 209 N/A N/A 1 N/A N/A 208 As a % 100.00% N/A N/A 100.00% N/A N/A 100.00% No of defects completed within agreed timeframe 1 N/A N/A 1 N/A N/A N/A Total no of defects 1 N/A N/A 1 N/A N/A N/A As a % 100.00% N/A N/A 100.00% N/A N/A N/A No of reactive jobs completed within timescale 2067 220 287 401 437 418 304 No of Jobs outwith 36 7 2 8 7 6 6 No of jobs no completion/attendance date 7 0 0 0 0 0 7 No of reactive jobs expected to be complete 2110 227 289 409 444 424 317 As a % within timescale 97.96% 96.92% 99.31% 98.04% 98.42% 98.58% 95.90% No of reactive jobs completed within timescale 6877 710 1098 1379 1308 1296 1086 No of Jobs outwith 40 9 0 6 7 6 12 No of jobs no completion/attendance date 28 0 0 0 0 5 23 No of reactive jobs expected to be complete 6945 719 1098 1385 1315 1307 1121 As a % within timescale 99.02% 98.75% 100.00% 99.57% 99.47% 99.16% 96.88% No of eligible repairs completed first time within agreed timeframe 3215 477 790 940 1008 Under Review Under Review Total no of repairs eligible for first fix 3237 480 799 945 1013 Under Review Under Review As a % 99.32% 99.38% 98.87% 99.47% 99.51% Under Review Under Review No of defects completed within 5 day timeframe 13 1 4 0 2 2 4 Total no of defects 14 1 4 0 3 2 4 As a % 92.86% 100.00% 100.00% 100.00% 66.67% 100.00% 100.00% Total no. of statutory compliance inspections broken down by sub programme 20 4 4 4 4 3 1 Total no. of statutory compliance inspections completed within timeframe broken down by sub programme 20 4 4 4 4 3 1 As a % 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% No of incidents 1 0 1 0 0 0 0 No of employees hours worked 496860 82810 82810 82810 82810 82810 82810 Number of accidents x 200,000 / No of employee hours worked 0.40 0.00 2.42 0.00 0.00 0.00 0.00 5.3 Customer satisfaction with completed Reactive Maintenance Services per month Monthly 95% Cumulative average score achieved during post works satisfaction survey for reactive works 98.80% 99.61% 98.23% 99.40% 98.77% 98.67% 98.50% No of requests for info. Responded to in full by the contractor within the target timescale 0 0 0 0 0 0 0 Total no. of requests for information passed from the council to the contractor 1 0 0 0 0 0 1 As a % 0.00% 100.00% 100.00% 100.00% 100.00% 100.00% 0.00% Total no of completed work orders not charged within 30 days broken down by sub programme 43 16 1 9 1 3 13 Total no of completed work orders charged broken down by sub programme 49708 8125 8015 8336 9029 8577 7626 As a % 0.09% 0.20% 0.01% 0.11% 0.01% 0.03% 0.17% 4.4 6.2 Orders completed but not charged within 30 days Monthly 5% 5.5 Percentage of client requests for service information to support Freedom of Information responses or complaints dealt with on time Monthly 95% Reportable accident frequency rate over a 12 month period (incl. subcontractors) Monthly 0 3.2 Percentage of Reactive Maintenance Service orders completed right first time Monthly 95% 3.3 Percentage of defects rectified within 5 working days Monthly 95% 4.1 Percentage of Statutory compliance inspections completed and documented each month compared to the agreed compliance plan schedule Annually 100% 3.1 b) Percentage of total reactive repair Core Service Orders completed within order completion period b) Normal Response Repair Monthly 95% 2.3 Percentage of Planned Maintenance defects (arising since completion that result from workmanship or materials failures) rectified by the contractor within the agreed defects period. Annually 95% 95% 3.1 a) Percentage of total reactive repair Core Service Orders completed within order completion period a) Immediate Response Repair Monthly 95% 2.2 Percentage of orders delivered in accordance with accepted planned maintenance sub programme plan Annually Page 222 of 316
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Corporate Core Project KPIs No applicable data in the reporting period. KPI Description Frequency Target Calculation YTD July August September October November December 6.3 Orders outstanding (not completed) beyond Order Completion Period Total Monthly 5% % of orders outstanding totalled across two programmes (Immediate & Normal) 1.08% 0.76% 0.54% 1.33% 0.31% 1.22% 2.37% Total no. of works orders completed broken down by sub programme 2080 227 283 402 439 422 307 Total no. of works orders issued broken down by sub programme 2093 227 284 407 439 422 314 As a % 0.62% 0.00% 0.35% 1.23% 0.00% 0.00% 2.23% Total no. of works orders completed broken down by sub programme 6843 715 1089 1375 1299 1280 1085 Total no. of works orders issued broken down by sub programme 6950 726 1097 1395 1307 1312 1113 As a % 1.54% 1.52% 0.73% 1.43% 0.61% 2.44% 2.52% Number of sub-contractor invoices paid within the agreed timescale 919 130 150 134 155 180 170 Total no. of sub-contractor invoices 922 130 150 134 155 180 173 As a % 99.67% 100.00% 100.00% 100.00% 100.00% 100.00% 98.27% 5% 6.5 Number of sub-contractor invoices paid within the agreed payment terms Monthly 95% 6.3 (a) Orders outstanding (not completed) beyond Order Completion Period (a) Immediate Response Repair Monthly 5% 6.3 (b) Orders outstanding (not completed) beyond Order Completion Period (b) Normal Response Repair Monthly Page 223 of 316
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Appendix 3 – Core Projects Summary Core Projects (awarded) Ref No Project Request Brief project details Proceed to Project Engagement Project Proposal Project Value Projected 025 Brannock High School (Motherwell) Common Room and Toilet Alterations (Corporate Property) Creation of new fobbed entrance/exit doorway to outside area; widen doorway and install new sliding door to accessible toilet. Yes Accept £31k 030 Domestic Floor Coverings (Investment Team) Removal and replacement of internal communal area flooring and associated works on domestic properties. Yes Accept £1m Core Projects (not awarded) Ref No Project Request Brief project details Proceed to Project Engagement Project Proposal Project Value Projected 017 Civic Centre Lift Renewal (Corporate Property) Replacement of 2No lifts within Civic Centre Yes Decline £200k 018 Dalziel Building Improved Utilisation of Spaces (Corporate Property) Alterations to open plan office to improve utilisation Yes Decline £65k 020 Dalziel High School (Motherwell) Technical Room (Corporate Property) Create floor to ceiling partition divide, with door; M&E including ventilation and associated works Yes Decline £50k Page 224 of 316
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Appendix 4 – Key Performance Indicator Exclusions KPI Ref: Exclusion Reason Remedial Actions Housing 2.1 Cyclical maintenance not currently coded to allow for identification Data requirements to report on this are being included in the replacement housing management system. 4.2 No current identifier available within contractor system to collate data. For capital works, data provided at project completion. For works out with this, a suitable approach is being agreed with clear timescales for compliance. 4.3 No interventions from the HSE, SEPA or other body on health, safety and environmental issues. None required 4.5 No actions identified through accident\incident investigations remaining open and overdue against agreed timescales. None required 5.5 No client requests for service information to support Freedom of Information responses or complaints dealt with within the agreed timescale. None required 6.4 No disputes raised. None required KPI Ref: Exclusion Reason Remedial Actions Corporate 1.1 – 1.4 & 5.2 No current Core Project data to report for period. New balanced scorecard created which aligns with KPI measures and contractual requirements. Reporting expected for cycle 3. 2.1 Milestones not previously used to monitor programme KPI monitoring regime being developed with client service. 4.2 No current identifier available within contractor system to collate data. For capital works, data provided at project completion. For works out with this, a suitable approach is being agreed with clear timescales for compliance. 4.3 No interventions from the HSE, SEPA or other body on health, safety and environmental issues. None required 4.5 No actions identified through accident\incident investigations remaining open and overdue against agreed timescales. None required 5.1 Cannot currently be measured due to ongoing data integrity issues within NLC systems. Indicator currently paused. Data requirements to report on this are being included in the replacement housing management system. 5.4 No justified complaints (relating to the Contractor's activities) per month received from our customers. None required 6.4 No disputes raised. None required Page 225 of 316
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref GT/VR Date 18/02/26 HRA Capital Monitoring Report – 1 April 2025 to 2 January 2026 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 £86.230m including slippage of £4.386m. Following approval by the Strategic Capital Delivery Group Executive Summary This report reviews progress against the 2025/26 HRA capital programme. Overall, the HRA Capital programme in anticipating an overspend of £2.871m. The Strategic Capital Delivery Group approved a reprofiling request on 29 January 2026 for the Mainstream programme which re-aligned planned spend of £2.500m to the following 5-year programme. The current year programme is projected on target to achieve full spend. The New Supply programmes are projecting an overspend of £2.871m due to an anticipated increase to in-year acquisitions within the buy-back programmes. This is partially offset by an over-recovery of income resulting in a reduction to required borrowing of £11.576m for the HRA capital programme. 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 11 Page 227 of 316
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(SCDG) in January 2026, the Mainstream programme has been revised to realign £2.5m to future years. The revised programme of £83.730 will be funded as follows: £000 Prudential Borrowing 65.245 Capital Funded from Current Revenue (CFCR) 18,485 Working Programme 83,730 New Build Programme 1.2 The Housing Committee 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 Following an assessment of projected spend requirements for 2025/26, a reprofiling request across several projects totalling £2.500m was approved at the Strategic Capital Delivery Group in January 2026. The revised target spend for 2025/26 is now £83.730m. 2.3 The HRA mainstream capital programme is projecting on target. As at period 10, £83.208m (99% of the working capital programme) has been legally committed, with £53.902m spent (64% of the working capital programme). Page 228 of 316
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2.4 Required borrowing has reduced as a result of Scottish Government awarding North Lanarkshire Council Single Building Assessment (SBA) income of £5.192m. This funding supports the national Cladding Remediation Programme, created under the Housing (Cladding Remediation) (Scotland) Act 2024. New Build 2.5 A summary of projected outturn spend on the New Build programme is illustrated within Appendix 2. The New Build programme is projecting full spend with a reduction in the borrowing requirement of £2.017m due to increased external grant availability. 2.6 As at period 10, £41.919m is legally committed (100% of the targeted spend) with £22.120m spent (53%). 2.7 There are currently eight projects on site: Graham Street, Airdrie (NLP Conversion); Northburn Avenue Shop, Airdrie (Conversion); Thorn Road, Bellshill; School Street, Coatbridge; Coshnuek Road, Millerston; Former Motherwell Town Hall (Conversion); Dunottar Avenue, Shawhead, Coatbridge; and Laburnum Road, Viewpark. 2.8 To date, 1,629 new build homes have been completed as part of the Council’s ambitious new supply programme target of 6,000 new homes. Currently, 319 homes are under construction, with a total of 29 homes expected to complete during 2025/26. 2.9 Sites have been identified and approved at Committee for a further 1,238 homes across 42 sites, with site investigations, title checks and design development on these sites progressing. 2.10 The Council has appointed contractors and consultants who are progressing layouts and designs for several sites, with site investigations underway. 2.11 A Scottish Government grant contribution of £20.729m has been secured for 2025/26. This includes an additional tranche of funds provided to North Lanarkshire, following the re-allocation of Affordable Housing Supply Programme funding in October 2025. Council Buy Back Scheme 2.12 A summary of projected outturn spend on the Council Buy Back Schemes is also contained within Appendix 2. Projected spend currently totals £14.868m collectively between the Council buy back schemes, £14.629m is attributable to the Empty Homes Purchase Scheme (EHPS) and Open Market Purchase Scheme (OMPS) and £0.239m spend to the Mortgage to Rent (MTR) scheme resulting in a projected overspend of £2.871m. This is funded by Scottish Government Funding, Prudential Borrowing, Capital Funded from Current Revenue (CFCR) and Subsidy Income. 2.13 Excluding Mortgage to Rent (MTR), 89 of the target 100 properties have been brought back into use as affordable housing in 2025/26, with the target expected to be achieved earlier in the financial year than historically achieved. It is now anticipated that acquisition of an additional 20 properties could be achieved within the current financial year resulting in an additional spend of £2.476m. 2.14 The HRA Revenue Account is projected to benefit from an over-recovery of interest on revenue balances, reduced loan charges and a lower requirement for provision for expected credit losses. To maximise the impact of these favourable variances, the Service has applied a CFCR contribution to the buy-back scheme. This additional support enables the programme to exceed its original target of 100 property acquisitions while also reducing the need for additional borrowing. Page 229 of 316
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2.15 Property values are, on average, 5.6% higher than originally forecast, resulting in additional expenditure of £0.503m. These variations reflect normal fluctuations linked to the size and location of the properties being purchased. Repair costs are also projected to be around 9% higher than expected. This is driven by a combination of factors, including variations in the volume and nature of works required to bring properties up to standard, the timing of works with some slippage into the 2026/27 financial year and contract price increases. 2.16 A Scottish Government grant contribution of £5.280m has been secured for the Council Buy Back Scheme in 2025/26. This includes a share of the national acquisition programme funding and an additional tranche of funds provided to North Lanarkshire, following the re-allocation of Affordable Housing Supply Programme funding in October 2025. 2.17 Provision was made within the 2025/26 budget to acquire 10 properties through the Mortgage to rent scheme. Forecast acquisitions have been revised to 2 properties in line with demand resulting in a reduction to anticipated spend of £0.664m. 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 10 4.2 Appendix 2 – 2025/26 HRA Capital Programme – New Build / Council Buy Back Scheme Budget Monitoring Period 10 Andrew McPherson Depute Chief Executive Page 230 of 316
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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 ☐ 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)? Page 231 of 316
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Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? All activities undertaken by the Council are subject to risk, and in acknowledging the Council’s approved Risk Management Strategy, Services managed these as part of their overall corporate and service planning processes. The current economic climate, in particular, has the potential to impact upon the Council’s ability to provide quality services within the approved budget levels. To reduce other financial risks, this report was prepared by service based Finance personnel in consultation with budget managers, in accordance with the Financial Regulations 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 232 of 316
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Appendix 1 2025/26 HRA CAPITAL PROGRAMME Budget Monitoring Report Revised Working Legally Ledgered Projected Variance MAINSTREAM PROGRAMME Programme Committed Balance to Date Spend £000 £000 £000 £000 £000 £000 Estate Regeneration Estate Regeneration 840 840 - 619 840 - Sub Total 840 840 - 619 840 - Energy Efficiency Heating 10,159 10,159 - 7,569 10,159 - Window/Door Replacement 10,480 10,480 - 7,933 10,480 - Decarbonisation 8,013 8,013 - 5,428 8,013 - Sub Total 28,652 28,652 - 20,930 28,652 - Major Repairs Major Repairs 1,825 1,825 - 868 1,825 - Roofing/Rendering 17,439 17,439 - 11,801 17,439 - Sub Total 19,264 19,264 - 12,668 19,264 - Home Safety and Security Lead Pipe 506 506 - 472 506 - Entry Systems 709 709 - 507 709 - Electrical Works 1,392 1,312 80 838 1,392 - Sub Total 2,607 2,527 80 1,818 2,607 - Tower Strategy Tower Strategy 3,085 2,725 360 1,223 3,085 - Tower Demolitions - Ambition 10,471 10,471 - 7,696 10,471 - Sub Total 13,556 13,196 360 8,918 13,556 - Internal Upgrading Kitchens - Repairs 5,287 5,287 - 3,989 5,287 - Bathrooms - Repairs 3,449 3,449 - 2,561 3,449 - Sub Total 8,736 8,736 - 6,550 8,736 - Community Care Community Care 3,179 3,097 82 2,073 3,179 - Sub Total 3,179 3,097 82 2,073 3,179 - Fees / Miscellaneous Fees / Miscellaneous 6,914 6,914 - 343 6,914 - Grants (18) (18) - (18) (18) (0) Sub Total 6,896 6,896 - 325 6,896 (0) TOTAL (Mainstream Programme) 83,730 83,208 522 53,902 83,730 (0) Financed by: Borrowing (Mainstream) (54,774) - (49,577) 5,197 Borrowing (Ambition) (10,471) (10,471) - Capital Receipts - (5) (5) (5) Scottish Govt. Grant (Additional) - (5,192) (5,192) CFCR (18,485) - (18,485) - TOTAL RESOURCES (83,730) (5) (83,730) 0 Over/(underspend) On Borrowing (5,197) Period 10 Summary Page 233 of 316
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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 38,695 (34) 22,120 38,695 (34) Fees 3,190 3,224 34 - 3,224 34 TOTAL (New Build Programme) 41,919 41,919 - 22,120 41,919 - Financed by: Borrowing (18,537) - (16,520) 2,017 CFCR (4,670) - (4,670) - Scottish Government New Build Grant (18,712) (16,753) (20,729) (2,017) Total (41,919) (16,753) (41,919) - Projected Over/(Underspend) on Borrowing (2,017) 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 13,541 (2,782) 10,688 14,294 3,535 MTR Scheme 903 239 665 98 239 (664) Fees / Recharges 335 335 - - 335 - TOTAL 11,997 14,115 (2,116) 10,787 14,868 2,871 Number of Properties Settled 89 89 Financed by: Scottish Government Grant (4,500) (3,732) (5,911) (1,411) SG - Housing First Capital Funding (140) (140) AHP (Commuted Sums) (540) (540) CFCR (2,477) (2,477) Subsidy Income (542) (7) (141) 401 Borrowing (MTR) (361) (98) 263 Borrowing (EHPS/OMPS) (6,594) (5,561) 1,033 Total (11,997) (3,739) (14,868) (2,871) Over/(underspend) on Borrowing (1,296) Variance Variance Period 10 Summary Page 234 of 316
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref VR/JM Date 18/02/26 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 2 January 2026 (Period 10). In summary the Service has a total capital budget of £172.590m. As at Period 10 the Service is forecasting to be £5.561m less than current year programme following approval at SCDG on 23rd October 2025 to reprofile a net £13.905m to future years. 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 12 Page 235 of 316
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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 £7.148m and acceleration of £4.307m in relation to Cumbernauld Town centre as approved at SCDG in August 2025. Also £0.261m of Council funds transferred to year 5. Reprofiling a net £13.905m 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 £172.590m. 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 £5.561m lower than the current year programme. Capital budgets and expenditure are summarised into Project/Themes (see Appendix 1). Assets & Procurement (£2.480m less than budget) 2.2 The ASN theme is projecting £1.320m under budget this financial year. This variance is in relation to: • Hunter Street (£0.191m underspend). An architect has been appointed for this project, and a feasibility study is currently being carried out with completion now anticipated during 2026/27. • Refurbishment of Children’s Houses (£0.200m underspend). Cost information is still awaited, therefore the works are not expected to proceed within the current financial year. • Carnbroe Construction (£0.241m underspend). Costs are less than originally budgeted. • Carnbroe Outdoor Works (£0.300m underspend). Outdoor works are now scheduled for Spring 2026. • Bothwell Park ASN Hub (£0.476m underspend). Delivery of the enhanced provision for the Secondary School is anticipated in 2026/27, subject to the necessary statutory approvals. • Edward Lawson Centre (£0.141m overspend). Additional unforeseen works were required to support the operation of the centre and enable its opening. Within the Maintaining Existing Assets theme, a projected underspend of £0.660m is anticipated, in relation to: • Toilet upgrades (£0.118m underspend) due to works at St Gerards now not expected to commence until the summer break of 2026. Page 236 of 316
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• Re-wiring projects (£0.200m underspend) due to Glencryan Primary School rewire where costs were less than initially anticipated. • Re-roofing projects (£0.554m underspend) due to the projects at Shotts Community Centre and Morningside Primary School now expected to commence in 2026/27. • Holycross Primary School windows (£0.342m underspend) where the scope of works remains under review and not anticipated to commence until the summer break of 2026. • Edward Lawson Centre outdoor works (£0.434m overspend). Additional unidentified works were required to support the operation of the centre and the opening. Within Curriculum Development, a projected underspend of £0.249m is mainly due to the PE changing and flooring project at Brannock High School (£0.115m). Works are expected to start in February 2026 with the project continuing into 2026/27. Within the Sustainable Estate theme, a projected underspend of £0.536m relates to a temporary modular unit at Glenboig Primary School. The project is not expected to commence this financial year as it is currently awaiting the signing of legal agreements. There is an underspend of £0.150m within the Targeted Investment theme, primarily due to the Chapelside Primary School toilets project. The project’s start date is now expected to start at the end of the current financial year, resulting in it extending into 2026/27. Within demolitions there is a projected overspend of £0.313m due to various minor variances within the theme. Town & Community Hubs (£0.896m less than budget) 2.3 Within the Town & Community Hubs programme, a projected variance of £0.896m is mainly attributable to St Kevin’s (£0.709m). Delays to utility connections (water and electricity) has resulted in a knock-on delay to the overall project programme. Hub South West are verbally advising the council at this stage of a potential seven-week overall delay to completion. Community Operations (£1.221m less than budget) 2.4 Within the Roads and Street lighting / Asset management theme there is a variance of £1.843m 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. There is also a delay in Road Signage works due to resourcing issues within the team and works on carparks being identified. Within the Operational and Infrastructure Development theme, the Vehicle Replacement Programme is projecting acceleration (£0.509m) to alleviate revenue budget pressures on external hires this is offset in year by works to the office area within Fleet Workshop (£0.255m) which are now expected to take place in 2026/27. The Greenspace and Cemeteries theme is projecting to be £0.973m higher than budget this financial year. This variance is mainly in relation to: • Pather Cemetery (£0.840m). 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 Page 237 of 316
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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 (£0.473m) to scope future projects to address the burial space needs. • Tree Asset Management (£0.351m lower than budget) due to internal resourcing issues • Parks Master plan (£0.246m lower than budget) due to the Bothwell Haugh Cottage project 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. The Greenspace and Climate resilience and wellbeing theme is projected to be £0.278m less that budget due to delivery of outstanding projected being delayed in part owing to reduced staff resource in Quarter 4 and delays in internal consultation on proposed sites for changes in grassland management regimes. Place (£0.965m less than budget) 2.5 Under the Enterprise theme, cost profiles for the Motherwell Town Centre project have been adjusted due to remedial works which are required to address contractor defects (£0.381m). Further delays have arisen across other planned works due to ecological mitigation requirements (£0.045m). An overspend is being projected within Growth (£0.645m) in relation to the Centre Cumbernauld project, primarily driven by the accelerated acquisition of privately owned properties within the site and the progression of essential maintenance works. Additional overspend relates to remediation works required at the Mainstreet, Coatbridge demolition due to flood and fire damage and identification of asbestos, and reprofiling of works at the Orr’s, Airdrie redevelopment site. An underspend is now forecast within Infrastructure and Transport of £1.184m, due to additional, unanticipated external funding being awarded from the Tier 2 Active Travel Infrastructure Fund (£1.075m), along with further Place Based Investment Programme (PBIP) funding allocated to the Kilsyth Flood Risk Reduction Scheme. A further variance has arisen from staffing vacancies (£0.263m); however, this has been fully offset by accelerated activity within Bridge Asset Management and the Allanton Minewater Treatment project. 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. 4. Supporting documentation 4.1 Appendix 1 Summary Expenditure by Project/Theme Page 238 of 316
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Andrew McPherson Depute Chief Executive 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? Page 239 of 316
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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, 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)? Page 240 of 316
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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 241 of 316
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Appendix 1 Enterprise & Communities Capital Programme 2025/26 Theme Expenditure Summary 1st April 2025 -2nd January 2026 (PERIOD 10) Thematic Category Revised Budget £ Actual £ Committed £ Uncommitted £ Outturn £ Outturn variance £ ASSET & PROCUREMENT Maintaining Existing Assets - windows, re- roofing, re-wiring and condition survey works for the Council's building assets 8,204,307 5,628,109 6,611,946 932,555 7,544,501 659,806 Targeted Investment MEA 4,957,184 2,344,315 3,941,721 865,292 4,807,013 150,171 Carbon Management 1,554,476 752,954 1,461,831 158,720 1,620,551 (66,075) Office Accommodation 1,065,718 475,691 1,146,829 0 1,146,829 (81,111) Health & Wellbeing & Digital Classrooms 150,759 155,347 155,347 0 155,347 (4,588) Rationalisation including ASN & Social Work 5,563,855 3,372,381 4,170,150 74,012 4,244,162 1,319,693 Curriculum Development 555,908 194,491 231,822 75,000 306,822 249,086 Sustainable Estate 902,148 156,326 256,297 110,000 366,297 535,851 Outdoor Education and Outdoor Spaces 603,870 575,117 598,739 0 598,739 5,131 Future Capital Receipts Investments 957,879 321,744 494,237 426,109 920,346 37,533 Design Fees 1,773,185 1,375,756 1,788,483 0 1,788,483 (15,298) 1140 Early Learning and Childcare Expansion 115,000 114,396 114,396 (1,922) 112,474 2,526 Water Quality 113,653 75,660 75,660 37,993 113,653 0 Demolitions 3,215,617 2,348,476 3,295,989 232,476 3,528,465 (312,848) TOTAL ASSET & PROCUREMENT 29,733,559 17,890,763 24,343,447 2,910,234 27,253,682 2,479,877 TOWN AND COMMUNITY HUBS Town and Community Hubs 78,772,581 53,675,640 77,351,864 525,140 77,877,004 895,577 TOTAL TOWN AND COMMUNITY HUBS 78,772,581 53,675,640 77,351,864 525,140 77,877,004 895,577 COMMUNITY OPERATIONS Operational and Infrastructure Development 7,213,835 3,661,935 6,599,642 867,232 7,466,874 (253,039) Greenspace and Cemeteries 3,704,153 2,525,548 4,169,876 507,289 4,677,165 (973,012) Greenspace Climate Resilience and Wellbeing 912,893 22,547 444,735 189,677 634,412 278,481 Parks Master Plan (including Strathclyde Park Watersports Centre Redevelopment) 1,901,709 1,006,447 1,323,832 331,800 1,655,632 246,077 Roads and Street Lighting/Asset Mgt 17,711,140 11,524,878 12,957,735 2,910,734 15,868,469 1,842,671 Contaminated Land and Resilience 777,922 531,721 670,420 27,502 697,922 80,000 TOTAL COMMUNITY OPERATIONS 32,221,652 19,273,075 26,166,240 4,834,234 31,000,474 1,221,178 PLACE Economic Regeneration 9,911,736 8,250,318 10,502,489 54,619 10,557,108 (645,372) City Deal 6,964,191 4,289,928 6,441,001 97,738 6,538,739 425,452 Enterprise Projects 983,489 28,878 173,968 809,521 983,489 0 Infrastructure & Transportation Improvements 14,002,522 6,097,481 10,507,807 2,310,265 12,818,072 1,184,450 TOTAL PLACE 31,861,938 18,666,604 27,625,265 3,272,143 30,897,407 964,530 TOTAL ENTERPRISE & COMMUNITIES 172,589,730 109,506,083 155,486,816 11,541,751 167,028,567 5,561,162 YTD OUTTURN Page 242 of 316
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref: VR/JMcG Date 02/01/26 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 2 January 2026 (Period 10) 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 243 of 316
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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 2 further realignments, the transfer of the Schools contract and provision team from Education and Families £0.348m and fleet budget from Chief Executives £0.039m. There has also been a change from Revenue Grant to Capital Grant following the Scottish Governments funding update this results in a revised budget of £212.109m. 2.2. Enterprise and Communities is currently forecasting a break-even position for this financial year. This position is after management action in line with the Councils Reserve policy and approval from the S95 Officer. Further detail is provided at paragraph 2.7. 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 2.8 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 10, there are compensating variances across the divisions which are further explained below. Assets and Procurement (£0.0014m) 2.6 Assets and Procurement is projecting a minor underspend at Period 10. This is mainly due to net employee vacancies (£0.359m) which are partly offset by an overspend from the use of external advisors (£0.362m) along with other minor underspends. Community Operations (£0.218m) 2.7 Community Operations is projecting an overspend of £0.218m across the division. Due to the significant size of this division an objective breakdown is provided: Waste Operations are reporting an over recovery of income from the sale of garden waste bin permits due to demand levels being higher than anticipated (£0.720m) this is partially offset by a reduction in Special Uplift income (£0.101m) where the demand for this service has reduced. In addition, income achieved from the disposal of cardboard is less than anticipated due to spoilage which is resulting in an under recovery of £0.230m. There is also higher required projected spend in tonnage expenditure (£1.392m) in relation to higher charge rate and tonnage volume for HWRC waste (£1.145m) where the sites have been busier than normal with van bookings and charity vans. Page 244 of 316
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In addition, following a restructure between Waste Operations and Land Management, recruitment is still ongoing resulting in a forecast underspend of £1.757m from vacancies. To mitigate the vacancy levels, both overtime and agency has been used, resulting in increased spend of £1.189m and £0.534m respectively. Land Management is projecting an overall underspend of £1.233m. Following the same restructure with Waste Operations and ongoing recruitment there are currently vacancy savings projected of £1.297m, partly offset by increased overtime (£0.299m). There is also an underspend anticipated in relation to a reduction of waste tonnage disposal costs (£0.209m). Protective Services currently anticipates an overspend of £0.156m, mainly as a result of Pest control increased sub-contractor costs and under recoveries in income. There is also an over recovery of £0.506m projected within Built Environment, largely through an over-recovery of Building Control fee’s income (£0.569m) due to higher demand levels in the year. Fleet service projects an overspend of £0.819m, mainly from external hires (£0.485m), outsourcing (£0.320m) and electricity costs (£0.101m). 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. There is a reserve in Directorate of £1m to offset these pressures, and £0.515m of this is currently being used in this regard and the balance will be carried forward. There is a projected overspend within School Transport costs of £1.586m at present (this covers both Mainstream and ASN transport), however, this is being offset this financial year by an underspend in employee costs from vacancies of £0.086m and an earmarked reserve of £1.5m. Roads are forecasting £0.190m of vacancy savings and an over recovery in income (£0.088m). Greenspace and Country Parks are projecting an overspend £0.348m, mainly due to under recovery of cemetery income £0.319m and an overspend in employee costs £0.072m. These overspends are partially offset by minor underspends in a number of other areas. Facility Support services are projecting an underspend of £0.293m at this stage in the year due mainly to employee underspends in Building Cleaning (£0.190m). An underspend of (£0.144m) within Catering due to additional income relating to SG Milk grant (£0.068m). Active and Creative Communities functions are projected to underspend by £1.017m at Period 10. Within this projection there is £0.828m 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 with management action still being considered for a permanent solution. There are also net costs of £0.139m for running costs of the half marathon event. Leisure pay as you go income is forecast to be £0.276m over recovered. Membership income is also forecast to be over recovered by £0.147m. Page 245 of 316
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Place (£0.323m variance) 2.8 An underspend of £0.323m is currently projected within the Place division. This is due to staffing vacancies (£0.453m) which is anticipated to be partially offset by a net under- recovery of parking income (£0.142m) and other minor over/underspends across other expenditure headings. Housing Management (£0.291m variance) 2.9 An underspend of £0.291m is currently being projected within the Housing Management Division. This mainly reflects savings due to the Service re-design affecting the First Stop Shops (£0.467m), which is partially offset by an anticipated over-spend within Stair Close Lighting (£0.234m) due to significant contract inflation. Vacancy-related underspends have been identified across the programme. These are partially offset by an under-recovery of income within Town Centre Activities (TCA), due to a reduction in external contract activity. 2.10 Included within the reported outturn is the Council’s trading services. For 2025/26 the Council approved a surplus budget of £0.462m. The Council must comply with a statutory requirement to at least break-even over a rolling three-year period. The combined surplus in 2022/23, 2023/24 and 2024/25 was a deficit of £0.029m. As at Period 10 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. 2.11 Payments to other bodies are detailed in Appendix 3. This expenditure category has a total budget of £18.668m and is currently anticipated to be £0.806m overspent. This is mainly due to increased agency costs within Waste and Fleet to cover key staff vacancies. Earmarked and One-off Reserves 2.12 Enterprise and Communities was given approval to earmark £17.413m of resources during the completion of the 2024/25 annual accounts and a further £0.330m has been allocated from the Councils Innovation / Strategic Workforce fund and a balance of £0.044m transferred in relation to School Transport Team costs. At Period 10, £8.637m of the reserve balance will be utilised in 2025/26, with the remaining balance of £9.107m required for the original purpose in future years. Appendix 4 details the individual Earmarked Reserves. 2.13 In addition, the Council has received £8.969m for Extended Producer Responsibility (EPR) grant funding for 2025/26. Of this, £2.475m is planned for use in the current financial year, with the remaining £6.494m to be carried forward for future years. The Council has also been notified of a further £9.176m in EPR funding for 2026/27. The purpose of the EPR funding is to support the costs associated with managing waste arising from packaging. As the Council already incurs ongoing costs linked to packaging waste, the budget strategy for 2026/27 assumes that £2m of the grant will be used on a recurring basis to offset these established cost pressures. The Service is currently developing a strategy for the deployment of the remaining balance, taking account of the need to improve recycling rates, enhance operational Page 246 of 316
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efficiency, and address emerging risks within future service delivery, including those relating to Persistent Organic Pollutants (POPs) and the introduction of the Emissions Trading Scheme (ETS). In recognition of these factors, the Section 95 Officer has agreed that the uncommitted balance of funding will be earmarked to support the future strategy and to mitigate identified service risks. It is anticipated that EPR funding will reduce over time as producers introduce measures to lessen their financial liability under the scheme. Consequently, any further long-term use of the funding beyond the commitments identified above will be considered as part of future Medium-Term Financial Plans. 2025/26 Budget Savings 2.14 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 2.15 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 2.16 The Service currently anticipate using £0.345m of the Council’s Change Management Fund mainly to support the litter bin strategy and VRS. Costs within the Change Management Fund are not included in the Service outturn position. 3. Measures of success 3.1 The Service continues to operate within the approved budget resources 4. Supporting documentation Appendix 1 Objective Analysis Appendix 2 Subjective Analysis Appendix 3 Payments to Other Bodies Analysis Appendix 4 Status of Earmarked Reserves Appendix 5 Challenging Savings Andrew McPherson Depute Chief Executive Page 247 of 316
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Service continues to curtail non-essential expenditure and take management action to minimise the impact of cost pressures on the Council’s overall financial position. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 248 of 316
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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 249 of 316
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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 250 of 316
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APPENDIX 1 DIVISION OF SERVICE ANNUAL BUDGET FINAL OUT- TURN % PERIOD MOVEMENT SINCE ANALYSIS P6 [1] [2] [3] [4] [5] [6] [7] £ £ £ Assets & Procurement 20,979,273 20,965,170 14,103 0.1% 28,128 Employee vacancies offset by use of external advisors and other minor overspends. Community Operations 176,251,767 176,469,702 (217,935) (0.1%) (149,235) 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. Overspend in School Transport costs covered by an EMR and vacancies in the contracts section for the current year. Overspends relating to pest control. Overrecovery with building control fees. Underspends in land management from employee vacancies and tonnage. 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). Underrecovery in waste Special Uplift income and disposal of cardboard income. Net Half Marathon running costs. Leisure pay as you go income over recoveries. Housing Management 6,148,018 5,856,765 291,253 4.7% 51,018 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 8,868,896 323,290 3.5% 47,844 Net vacancies partially offset by an under-recovery of parking income. Trading (462,182) (51,471) (410,711) 88.9% 22,244 Under recovery in Trade waste income. NET EXPENDITURE 212,109,061 212,109,061 (0) 0.0% (0) NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Objective Analysis Period 10 (01 April 2025 - 02 January 2026) Enterprise & Communities FINAL OUT-TURN VARIANCE Page 251 of 316
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APPENDIX 2 [1] [2] [3] [5] [6] [7] £ £ £ EMPLOYEE COSTS 133,167,462 129,478,981 3,688,482 FAV 2.8% 938,630 Vacancy savings partly offset by increased overtime and turnover. PROPERTY COSTS 60,419,682 61,901,588 (1,481,906) ADV (2.5%) (58,469) Overspends on electricity, stair & close lighting, repairs and waste tonnage expenses. These are partly offset by an underspend on alarms/security. SUPPLIES & SERVICES 23,479,614 23,917,371 (437,757) ADV (1.9%) 21,158 Overspends on ICT costs. TRANSPORT & PLANT 29,375,321 30,413,760 (1,038,439) ADV (3.5%) (1,123,203) Overspends on contract work and tyres, partly offset by underspends on Fleet consumables. ADMINISTRATION COSTS 14,379,041 14,277,378 101,663 FAV 0.7% (75,817) Underspends on general admin costs including external printing, partly offset by overspends on professional fees and PVG applications. PAYMENTS TO OTHER BODIES 18,667,681 19,473,809 (806,128) ADV (4.3%) (141,239) See Appendix 3 TRANSFER PAYMENTS 50,000 50,000 0 0.0% 0 Balanced budget. CAPITAL FINANCING COSTS 43,392,746 43,584,659 (191,913) ADV (0.4%) (191,913) Increased CFCR to Summerlee funded by Culture vacancies and increased Leisure income. OTHER EXPENDITURE 8,797,888 8,836,785 (38,897) ADV (0.4%) (283,339) Overspend on miscellaneous expenditure. TOTAL EXPENDITURE 331,729,435 331,934,329 (204,895) ADV (0.1%) (914,192) INCOME 119,620,374 119,825,269 204,895 FAV 0.2% 914,193 Over-recovery of building control fees, garden waste permits, Fleet recharges and increased Leisure pay as you go income. These are partly offset by under- recovery of recharges to Capital (offset by vacancy savings), parking charges, trade waste and internal waste income, as well as special uplift fees. NET EXPENDITURE 212,109,061 212,109,060 0 0.0% (0) % ANALYSIS PERIOD MOVEMENT SINCE P6 NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Subjective Analysis Period 10 (01 April 2025 - 02 January 2026) Enterprise & Communities CATEGORY ANNUAL BUDGET FINAL OUT- TURN FINAL OUT-TURN VARIANCE [4] Page 252 of 316
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APPENDIX 3 [1] [2] [3] [5] [6] [7] £ £ £ £ ROADS MAINTENANCE CONTRACTOR 13,131,292 13,132,552 (1,260) ADV (0.0%) 64,451 Minor variance. BUSINESS SUPPORT GRANTS 460,341 459,344 997 FAV 0.2% 997 Minor variance. HOMELESS SUPPORT FEES 1,406,343 1,406,343 0 0.0% 0 Balanced budget. PAYMENTS TO OTHER BODIES - GENERAL 1,606,973 1,576,749 30,224 FAV 1.9% 143 Minor variance. PAYMENTS TO CONTRACTORS - ROADS & INFRA 1,076,997 1,038,703 38,294 FAV 3.6% 38,969 Minor variance. SUB-CONTRACTOR PAYMENTS 205,836 308,009 (102,173) ADV (49.6%) (12,159) Overspend in pest control. AGENCY FEES 346,567 1,118,778 (772,211) ADV (222.8%) (233,641) 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 18,667,681 19,473,809 (806,128) ADV (4.3%) (141,240) ANALYSIS [4] PERIOD MOVEMENT SINCE P6 NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Payments to Other Bodies Period 10 (01 April 2025 - 02 January 2026) Enterprise & Communities CATEGORY ANNUAL BUDGET PROJECTED OUT-TURN PROJECTED OUT-TURN VARIANCE % Page 253 of 316
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APPENDIX 4 Value % Local Heat and Energy Efficiency Funding 45 30 75 35 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 0 224 172 224 100.0% 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 240 240 479 110 110 23.0% 130 0 110 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 14 30 100.0% 0 0 30 Maintenance of renewable heating systems Repairs 1,000 0 1,000 1,000 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 370 426 796 285 370 46.5% 0 0 370 Additional costs for impact of changing premium and excess levels Contingency for Fleet pressures 1,000 0 1,000 485 485 48.5% 515 0 485 Contingency for increased fleet pressures Home to School Transport 1,545 0 1,545 45 1,545 100.0% 0 0 1,545 Home to School Transport Service Developments - Ash Dieback 397 0 397 61 397 100.0% 0 0 397 Works associated with removing ashdieback Greenspace Grants 84 191 275 56 84 30.6% 0 0 84 Grants carried forward. Strathclyde Park Loss of income/costs 150 370 520 55 79 15.2% 71 0 79 Strathclyde Park Loss of income/costs Service Development - Cemeteries Bothies 195 0 195 34 195 100.0% 0 0 195 Funding for works in cemetery bothies Innovation Fund Digitisation 76 57 133 33 76 57.4% 0 0 76 Cemetery Records Digitisation Recover NL - Protective Services 53 31 84 33 53 63.0% 0 0 53 Environmental Improvements Private Sector Grants to Owner Occupiers 129 0 129 11 30 23.3% 99 0 30 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 82 281 187 199 70.9% 0 0 199 Grant carried forward Culture Grants 180 12 192 77 180 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 0 683 351 683 100.0% 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 22 87 109 21 22 20.1% 0 0 22 Shared prosperity Strategic Workforce Planning 153 0 153 114 153 100.0% 0 0 153 Redundancy Payment Local Development Plan 172 115 287 0 172 59.9% 0 0 172 Set up cost to produce LDP Cumbernauld Town Centre Project 0 1,042 1,042 0 0 0.0% 0 0 0 Cumbernauld Town Centre Funding for future repairs. Added £75988 Temporary Property costs as a result of capital program 0 0 0 0 0 0.0% 0 0 0 Temporary Property costs as a result of capital programme Smith Stone - Roadworks (former capital receipt) 0 101 101 0 0 0.0% 0 0 0 Roads Upgrades linked to former capital receipt Total 9,452 8,292 17,743 3,829 8,637 49% 815 0 8,637 Service Specific Earmarked Reserves: £000£000£000£000£000£000£000£000 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 FINANCIAL YEAR - 2025/26 NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Status of Earmarked Reserves Enterprise & Communities Period 10 (01 April 2025 - 02 January 2026) Page 254 of 316
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APPENDIX 5 Period 10 (01 April 2025 - 02 January 2026) £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 255 of 316
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref SL/VR Date 18/02/26 Revenue Monitoring Report – Housing Revenue Account From Andrew McPherson, Depute Chief Executive E-mail robertsv@northlan.gov.uk Telephone Veronica Roberts, Business Finance Manager 1. Background 1.1 The Council approved its Housing Revenue Account budget of £186m on 19 December 2024. Executive Summary This report provides a summary of the Housing Revenue Account financial performance for the period 1 April 2025 to 2 January 2025 (Period 10). 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 £0.101m 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 opportunity outlined at paragraph 2.7 to provide support to the HRA Capital Buy Back Scheme. (2) 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 14 Page 257 of 316
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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 deviations, 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 £0.101m for the financial year. Analysis of Significant Variances 2.2 An underspend of £0.290m is anticipated within employee costs due the current level of vacancies across the Service. 2.3 An underspend of £0.030m is anticipated within Property Costs. This reflects efficiencies of £0.220m achieved in close cleaning following changes to the frequency and category of cleaning service. These savings are partially offset by an overspend of £0.120m arising from increased demand for garden waste permits, and a further overspend of £0.070m linked to higher costs associated with the garden assistance scheme. 2.4 An overspend of £0.072m is projected within Transport & Plant costs in association with increased vehicle hire costs. 2.5 An underspend of £0.500m is anticipated within Administration costs following a reassessment of the provision for expected future credit losses (£0.400m). This provision represents funds set aside to cover the potential non-payment of rent or charges by tenants. The reduction reflects the positive impact of the Universal Credit and Rent Assistance Funds, which has provided targeted support to tenants and successfully mitigated the risk of increased rent arrears. Underspends are also expected within both legal fees (£0.050m) and sheriff officer fees (£0.050m). 2.6 An underspend of £0.534m in Capital Financing Costs has occurred as a result of reduced loan charges due to lower than anticipated borrowing rates affected by the current market conditions. 2.7 Demand for the HRA Capital Buy Back Scheme has remained strong throughout the financial year, and the programme is now projected to exceed its acquisition target by approximately 20%. In order to maximise the benefit of the over-recovery of income and underspends identified within this report, the Service have taken the opportunity to make an additional contribution of £2.477m CFCR to support the programme in meeting and surpassing this year’s target. This additional investment will deliver long-tern financial advantages for tenants by reducing the need for borrowing and the associated loan charge costs. It will also generate increased income for the HRA through the expansion of the Council’s housing stock. 2.8 An over-recovery of £0.100m is projected within Rents which reflects the current planned running order of the Tower Reprovisioning programme phase 2. Page 258 of 316
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2.9 An over-recovery of income of £1.196m is anticipated as a result of increased interest on revenue balances. Risk and Uncertainty 2.10 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 2.11 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 2.12 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. 4. Supporting documentation 4.1 Appendix 1 HRA Summary 4.2 Appendix 2 Earmarked Reserves / Balance Sheet Provisions Andrew McPherson Depute Chief Executive Page 259 of 316
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The financial impacts are contained within the report and supporting appendices. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Page 260 of 316
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Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? All activities undertaken by the council are subject to risk, and in acknowledging the Council’s approved Risk Management Strategy, Services manage these as part of their overall corporate and service planning process. The current economic climate, in particular, has the potential to impact upon the Council’s ability to provide quality services within approved budget levels. To reduce other financial risks, this report was prepared by service-based Finance personnel in consultation with budget managers, in accordance with the Financial Regulations. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 261 of 316
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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 262 of 316
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Appendix 1 FINANCIAL MONITORING REPORT 01 April 2025 to 2 JANUARY 2026 (Period 10) COMMITTEE: HOUSING CATEGORY ANNUAL PROJECTED ANALYSIS BUDGET OUTTURN % (1) (5) (6) (8) (9) (10) £ £ EMPLOYEE COSTS 33,674,911 33,384,911 290,000 FAV 0.9% 290,000 Underspend due to vacancies and turnover savings PROPERTY COSTS 71,058,005 71,028,005 30,000 FAV 0.0% 30,000 Underspend within close cleaning offset by overspends within wheeled bins and the garden assistance scheme SUPPLIES & SERVICES 881,520 881,520 0 - 0.0% 0 Balanced Budget TRANSPORT & PLANT 443,000 515,000 (72,000) ADV (16.3)% (72,000) Overspend due to vehicle hire costs ADMINISTRATION COSTS 5,918,604 5,418,604 500,000 FAV 8.4% 500,000 Underspends in expected future credit losses, legal fees and sheriff officer fees 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 42,102,387 534,000 FAV 1.3% 534,000 Underspend in loan charges C.F.C.R. 23,155,260 25,632,042 (2,476,782) ADV (10.7)% (2,476,782) Oversend in CFCR due to additional buy backs OTHER COSTS 2,298,032 2,298,032 0 - 0.0% 0 Balanced budget TOTAL EXPENDITURE 186,499,816 187,694,598 (1,194,782) ADV (0.6)% (1,194,782) 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 176,008,512 176,108,512 100,000 FAV 0.1% 100,000 Over-recovery of mainstream rental income INTEREST 15,000 1,211,000 1,196,000 FAV 7973.3% 1,196,000 Over-recovery of interest on revenue balances DEPARTMENTAL CHARGES 609,990 609,990 0 - 0.0% 0 Balanced Budget SURPLUS 0 0 0 - 0.0% 0 Balanced Budget INCOME 186,499,816 187,795,816 1,296,000 FAV 0.7% 1,296,000 NET EXPENDITURE 0 (101,218) 101,218 FAV 101,218 FAV = Favourable variation, underspend etc 362,119 ADV = Adverse variation, overspend, income under-recovery etc PROJECTED OUTTURN PERIOD MOVEMENTVARIANCE (7) Page 263 of 316
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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 254,000 115,354 54.6% 138,646 Carry Forward Rent Restructure 216,000 100.0% 216,000 Carry Forward Loan Debt Holiday 4,799,000 100.0% 4,799,000 Carry Forward UCAF 1,000,000 100.0% 1,000,000 Carry Forward Tenant Support Initiative 459,000 100.0% 459,000 Carry Forward Environmental Initiative 420,000 100.0% 420,000 Carry Forward Future IT Development 1,000,000 100.0% 1,000,000 Carry Forward SUB TOTAL 13,156,293 115,354 99.1% 13,040,939 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 22,159,293 115,354 99.5% 22,043,939 PROJECTED OUTTURN North Lanarkshire Council Housing Revenue Account - Earmarked Reserves 01 April 2025 to 2 JANUARY 2026 (Period 10) Page 264 of 316
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref SL/ CB Date 18/02/26 HRA Capital Investment Plan 2026/27 – 2030/31 From Stephen Llewellyn, Chief Officer (Housing and Communities) E-mail Llewellyns@northlan.gov.uk Telephone 01698 274192 1. Background 1.1 Housing Committee will recall the report of February 2025 that confirmed a new five- year plan covering 2026/27 – 2030/31 would be submitted for approval later within the financial year. 1.2 The proposed five year plan will see the continuation of investment in mainstream priorities including upgrading of kitchens and bathrooms and electrical safety work etc to reflect requirements and tenants’ aspirations for their homes. The plan will also see Executive Summary The purpose of this report is to seek approval from Housing Committee for the Mainstream Housing Revenue Account (HRA) capital investment plans outlined below: • Outline £531.512 million five-year Mainstream HRA Capital Investment Plan 2026/27 – 2030/31 • Outline £87.923 million Mainstream Housing Capital Programme for 2026/27. Recommendations It is recommended that the Housing Committee: 1. Approve the outline HRA Capital five-year Investment Plan 2026/27 – 2030/31 (Appendix 1) 2. Endorse the HRA Capital Programme 2026/27 (Appendix 2) The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth Programme of Work Transforming Places Item 15 Page 265 of 316
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the expansion of the tower reprovisioning and demolition programme and continued work to improve the safety and living environment for tenants living within sheltered housing complexes. 1.3 New work planned for introduction during the five-year plan includes commencement of the programme to improve digital connectivity for all council tenants through the provision of access to broadband. In addition, the recommencement of the smoke detector programme will take place for all council owned homes in line with cyclical replacement and upgrade requirements. 1.4 The proposed five year plan will ensure the housing stock continues to meet the Scottish Housing Quality Standard (SHQS) as well as improving compliance with the Energy Efficiency Standards for Social Housing (EESSH) and its replacement forthcoming standard, Social Housing Net Zero Standard (SHNZS). This new standard will be achieved through the delivery of current mainstream programmes such as the replacement of existing heating systems, the 2022 change from double to triple glazing as part of the window replacement programme and the expansion of the solar photovoltaic (PV) panel programme introduced during the previous five year plan. 1.5 The five-year plan also proposes the improvement of the thermal efficiency of tenants’ homes through other works such as the continuation of the external wall insulation programme and the recladding of Whifflet and Calder Towers in Coatbridge, which in addition to improving thermal comfort levels will also enhance fire safety installations. 1.6 The COVID pandemic continues to affect the ability to deliver planned works in some areas due supply chain disruptions, labour shortages, and energy price increases etc and resulted in a 15– 20% increase in overall construction costs throughout the lifespan of the previous five year plan. 1.7 Although material cost inflation has levelled out since 2022, the proposed five-year plan will continue to face upward cost pressures primarily driven by increasing labour costs and availability. Forecasts from the Building Cost Information Service (BCIS) indicate an increase in building costs of 15% and increase in tender prices of 16% over the lifespan of the proposed new plan. Accordingly, 3% inflation compounded annually has been built into the financial budget requirements over the five years of the plan. 1.8 The council will continue to look to try to minimise the impact of such costs increases on the delivery of programmes wherever possible. Options will include reviewing of specifications of works including material changes where appropriate through to reviewing tendering strategies for works etc wherever practicable. 2. Report Capital resources – HRA Programme 2.1 The following has been prepared for Committee’s consideration • Outline five year spend proposals for 2026/27 – 2030/31 (Appendix 1) • Detailed spend proposals for the first year of the above plan – 2026/27 (Appendix 2) Page 266 of 316
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2.2 The five year plan set out in this report aligns with the 30-year business model assumptions included in the 2026/27 Revenue Estimates, as approved by Committee on 18 December 2025. This means that the programme is backed by approved rent increases ensuring it is affordable and sustainable. This will continue to be assessed as part of the annual HRA budget and rent setting exercises. 2.3 The working programme for 2026/27 is shown in Table 1. This considers projected carry forward commitment, but it should be noted that this is subject to adjustment depending on the final outturn of the current 2025/26 programme. £m Prudential Borrowing 64.651 Capital Funded from Current Revenue (CFCR) 23.272 Working Programme 87.923 Table 1- 2026/27 Resources 2.4 Funding allocation for years 2-5 of the programme will be determined through the future revenue budget setting process. HRA Capital Programme details Heating 2.5 The proposed five year investment programme will continue to utilise gas heating but also consider installing low-carbon renewal technologies, such as air source heat pumps and high retention electric heating systems, when practicable and where introduction would not result in tenants being placed in fuel poverty based on current fuel costs. These actions are designed to ensure compliance with the current EESSH standard requirements as well as the forthcoming SHNZS for which the consultation period ended in March 2024. The current plan will also take cognisance of the revised “Heat in Buildings Bill,” now planned for introduction after May 2026, which will set targets for the decarbonisation of all building heating systems (where reasonably practicable) by 2045. Solar Photovoltaic panels 2.6 In 2022, the council introduced a new programme for the installation of solar photovoltaic (PV) panels to tenants’ homes. When combined with an electricity smart meter, the panels enable tenants to benefit from the free electricity generated by the panels during daylight hours, reducing the amount of electricity they need to purchase from the national grid. This programme is proposed to expand throughout the five-year plan with over £50million planned for investment in such works. For tenants living in mixed tenure blocks, all efforts are made to ensure, wherever possible, permission is gained from any owners in their blocks to enable the placing of PV panels serving their homes on commonly owned roofs. In 2026/27, it is currently planned that approximately 1750 tenants will be approached regarding the installation of solar PV panels to their homes in areas such as Moodiesburn, Bellshill and Coatbridge. Page 267 of 316
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In addition, where a roof has not been replaced to date due to an owner's requirement for involvement, meaning solar panels cannot be installed, they will be contacted to ask if they wish to consider contributing towards their share of the costs for replacing the roof of their block. For such roofs, some of which are over 100 years old, replacement can help reduce increasing frequent costly repairs for such owners whilst also creating the opportunity for solar PV panels to potentially be installed for council tenants within such blocks. Windows/Door Replacement 2.7 The window and door replacement programme which changed during the last five year plan from double to triple glazing for improved energy efficiency reasons, will continue based on life cycle information, condition, and EESSH requirements as appropriate. The 2026/27 programme is planned to replace windows for tenants in areas such as Motherwell, Wishaw and Shotts. Structural Remedial Works 2.8 Committee will be aware of the identification of Reinforced Autoclaved Aerated Concrete (RAAC) within the roof structures of 22 flatted blocks across the housing stock. A remediation strategy was developed to ensure all properties remain structurally safe with all tenants and owners, where appropriate, within such blocks now having been contacted regarding the presence of this material and informed of the Council’s remediation plans for their properties. The proposed five year plan includes funding to deliver this remediation strategy which ranges from the demolition of 4 blocks in Maxton Crescent, Wishaw through to the removal of the RAAC material located in the roof area of affected low rise blocks. Roofing and Rendering 2.9 The council’s approach of “fabric first” by improving the energy efficiency of properties by the fitting of external wall insulation ahead of potential installation of renewable heating sources which could result in tenants being placed in fuel poverty continues through the proposed five year plan lifespan of the programme. This programme also now includes the installation of solar panels to the roof of such properties where appropriate. In 2026/27, the programme will continue in areas including Coatbridge, Airdrie and Bellshill. Where tenants live in mixed tenure blocks, owners in such blocks are approached regarding their participation in such thermal upgrading works. It should however be noted that the costs per owner for this work can now be as much as £20,000 and often without their participation, due to the installation process, tenants in such blocks may not be able to benefit from the installation of external wall cladding to their homes. Wherever possible, the council will look to continue to support owners by identifying options which may assist those being asked to consider paying such sums. This is to try to ensure as many tenants as possible benefit from the installation of external wall insulation to their homes. The main source of funding currently in place to support owners is the Scottish Government’s Heat in Buildings Scotland: Area Based Scheme (HIBs: ABS), formerly known as EES:ABS. Page 268 of 316
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Work will also continue in the upgrading of a number of non-traditional house types throughout the Authority. The pilot programme for the upgrading of Swedish timber properties was successfully completed in 2025/26 with the expansion of this programme to all Swedish Timber properties located across the Authority due to complete within the lifespan of the proposed five-year plan. Work will also commence on other timber properties in addition to the upgrading of Blackburn type properties built in the 1940s and 1950’s. Connectivity 2.10 Housing Committee will be aware of the December 2025 report to the Policy and Strategy Committee approving a procurement exercise can be undertaken for the provision of broadband to all council tenants with approval for an initial test of change pilot for a number of selected properties. Funding has been allocated within the proposed five-year plan to support this work with the initial pilot anticipated providing information into how digital tools can support tenants and inform the future upscaling of the broadband roll out across the wider housing stock. Based on the outcome of the pilot, plans and funding implications for the remaining stock will be reported to a future committee. Electrical Work 2.11 The previous five year plan saw the completion in 2022 of the Scottish Government’s requirement for linked smoke detectors installed in all 36,000 tenanted properties. Due to the approximate 10-year lifespan of smoke detector units, the proposed five-year plan will see the recommencement of a smoke detector replacement programme in 2027/28. The five year programme will see the continuation of the electrical inspection regime for households that have not or will not allow the council’s contractor’s access to carry out inspections and any associated remedial works. Where this occurs, access will require to be forced in order to carry out this work as per report approved by Committee in September 2021. Close Lighting 2.12 The programme of replacement of communal lighting and electrical switchgear which started in 2025/26 in low rise blocks will continue through the lifespan of the proposed plan. The programme will include mixed tenure blocks where owners are initially approached to seek their voluntary agreement to pay their share of the cost of the proposed works. Where agreement cannot be achieved, and where appropriate, legal options will be considered to ensure the ongoing safety of all residents within a block. Door Entries 2.13 The installation/replacement programme of defective door entry systems will also continue throughout the proposed plan. This programme involves both fully tenanted and requires owners in mixed tenure blocks to be consulted about the undertaking of such work. In such circumstances, owners are initially approached to seek their voluntary agreement to pay their share of the cost of the proposed works. Where a system is no Page 269 of 316
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longer working and requires to be replaced and such agreement cannot be achieved, the legal route available requires that any installation be undertaken on a “like for like” basis. This means a damaged timber door entry system would require to be proposed for renewal again in timber rather than be replaced with a metal door entry system. Kitchens and Bathrooms 2.14 The proposed five-year plan will see the continuation of the kitchen and bathroom replacement programmes based on lifecycle information. The kitchen programme, for which the full cycle of replacements re-started in 2025/26, incorporates an updated specification and colour choices for tenants to reflect lifestyle changes since the initial kitchen replacement programme started over 20 years ago. The fiveyear plan proposes commencement of the renewal of elderly adapted bathrooms provided following an assessment of a tenant/member of their family’s washing requirements by the council’s Occupational Therapy Service. A number of such adapted bathrooms have been in place for over 20 years, and it is intended they would be replaced on a “like for like” basis subject to their continued requirement for the current tenant of the property or a member of their family. Tower Strategy 2.15 Investment in our high-rise stock will continue throughout the proposed five-year programme taking into consideration the requirements of the towers to ensure their ongoing safety for tenants. The plan includes for continued replacement work of elements such as lifts, pumps, fans as required throughout the existing towers. In late 2026/27, a contract is planned to start for the recladding and internal refurbishment of Whiffet and Calder Towers, Coatbridge to provide additional fire safety measures and improve its energy efficiency for tenants. Fire safety works within the towers continue with Phase 4 of the sprinkler installation programme scheduled to start in Avon and Clyde Towers in 2026/27. Further phases are planned for additional towers within the timeframe of the proposed plan to ensure the ongoing safety of our tenants. Housing Committee will recall the November 2025 report confirming that, in 2025, the council was allocated £4.4m (subsequently increased to £5.2m) by the Scottish Government to support the costs associated with carrying out Single Building Assessments (SBAs) in residential blocks over 11 metres in height. SBAs are a statutory requirement under the Housing (Cladding Remediation) (Scotland) Act 2024 aimed at reducing the risk to life from potentially unsafe cladding on homes. Specialist consultants were appointed by the council and started in December 2025 to undertake the technical requirements of the SBAs as part of a three-phase programme. Funding has been allocated within the proposed five-year plan to address any remedial works identified through this assessment process to ensure compliance with the Scottish Government’s current timescale for resolving cladding issues on high-risk residential buildings over 18 metres by 2029 and plans are in place to address recommendations made in the SBA’s to blocks between 11 and 18 metres within the same timeframe. Page 270 of 316
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Ambition/Demolition 2.16 Phase 1 of the reprovisioning demolition programme of 1488 properties will continue with completion of the demolition of Allershaw Tower in Gowkthrapple and the start of the demolition of Dunbeth Court in Coatbridge in 2026/27. Committee will recall the Tower Strategy Report submitted to Housing Committee in November 2025 confirmed High Coats and Birkshaw Towers, which had been originally scheduled for demolition within Phase 1, will now be re-programmed due to the re-purposing of the properties to support the Ukrainian resettlement programme. Phase 2 of the reprovisioning programme approved at Housing Committee in August 2023, which originally had 970 properties has now increased to 1272 (with the re- profiling of Highcoats Court, Birkshaw Tower and inclusion Maxton Crescent) is anticipated to be over 80% complete within the current proposed five-year HRA investment plan. Work is planned to start in 2026/27 on a number of sites including the demolishing of blocks in Maxton Crescent, Wishaw identified as containing RAAC, as well as blocks in other areas such as Kilsyth and Motherwell. In addition to the demolition of former residential properties, the five-year plan includes funding for the demolition of a number of underutilised lock up sites, including Watson Street, Motherwell. This works is intended to improve the overall visual amenity of such areas and for some sites, contribute to a reduction in anti-social behaviour. Community Care 2.17 Design work for the upgrading of the next retirement housing complex will finalise within 2026/27 following completion of upgrading works to the Drummond Drive Sheltered Housing complex. 2.18 The proposed plan will also see a programme start for the upgrading from analogue to digital of the warden call system arrangement within 19 sheltered housing complexes in addition to further upgrading works to existing systems as required. 2.19 The installation of fire safety work to sheltered housing complexes is also planned to continue throughout the proposed five-year plan. As for all programmes within sheltered housing, the needs of all residents will be taken into consideration in the planning and undertaking of work in the complex area and within their homes. 3. Measures of success 3.1 Provide safe, improved and sustainable domestic properties for the tenants of North Lanarkshire Council. 3.2 Ensure the housing stock continue to meet SHQS and improve compliance rates relating to EESSH and its proposed replacement, SHNZS. 3.3 Completion and review an initial test of change initiative aimed at increasing digital connectivity for tenants and its subsequent roll out through the housing stock. 3.4 Meet the aspirations of tenants, families, and carers of residents of sheltered housing complexes. Page 271 of 316
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4. Supporting documentation 4.1 Appendix 1 - Outline five-year HRA Capital Investment Plan 2026/27 – 2030/31 4.2 Appendix 2 – 2026/27 HRA Capital Programme Stephen Llewellyn Chief Officer (Housing and Communities) Page 272 of 316
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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? Finance have been involved in the development of the information contained within this report. Provision for the anticipated programme is noted within the 2026/27 Revenue estimates process with the detailed programme included in Appendix 1. 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 273 of 316
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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? Commencement of broadband to all council tenants with approval for an initial test of change pilot for a number of selected properties 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? Works will increase energy efficiency of homes and carbon footprint 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? Project Risk Register managed monthly through senior management within Housing and Finance 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 ☒ Page 274 of 316
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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 275 of 316
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2026/27 -2030/31 5 Year Outline HRA Capital Programme Appendix 1 Programmes 2026/27 £m 2027/28 £m 2028/29 £m 2029/30 £m 2030/31 £m TOTAL £m Estate Regeneration Estate Regeneration 0.750 0.773 0.796 0.820 0.844 3.982 Energy Efficiency Heating 9.480 11.407 9.325 9.594 9.888 49.694 Windows & Doors 6.724 5.756 6.455 8.466 11.993 39.394 Decarbonisation funding 11.185 11.804 12.317 13.069 13.461 61.836 Sub Total 27.389 28.967 28.097 31.130 35.342 150.924 Major Repairs Major repairs 7.170 9.091 17.613 12.277 17.929 64.080 Roofing/Rendering 15.000 14.401 12.001 12.628 13.506 67.537 Sub TOTAL 22.170 23.492 29.614 24.905 31.435 131.617 Home safety and security Lead Pipe replacement 0.050 0.052 0.053 0.055 0.056 0.265 Door entry replacement 1.500 1.545 1.591 1.639 1.126 7.401 Electrical work 1.250 6.963 9.608 13.019 2.868 33.708 Sub Total 2.800 8.560 11.252 14.712 4.050 41.375 Internal upgrading Kitchens 5.500 9.785 15.914 22.128 27.856 81.183 Bathrooms 3.000 3.090 3.978 4.644 5.346 20.059 Sub Total 8.500 12.875 19.892 26.772 33.203 101.241 Tower strategy Tower Strategy 10.679 12.678 2.927 2.960 3.161 32.404 Demolition 6.281 4.164 3.783 1.322 4.175 19.725 Sub Total 16.960 16.842 6.710 4.281 7.336 52.129 Community Care Community Care 0.900 1.597 1.485 1.530 1.576 7.087 Fees/miscellaneous Fees/miscellaneous 8.455 8.408 8.494 8.768 9.033 43.157 GRAND TOTAL 87.923 101.512 106.340 112.917 122.819 531.512 Funded by Prudential Borrowing/CFCR 87,923 101.512 106.340 112.917 112.819 531.512 Page 276 of 316
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2026/27 Mainstream HRA Capital Programme Appendix 2 Programmes Total £m Estate Regeneration Estate Regeneration Sub Total 0.750 Energy Efficiency Heating 9.480 Windows & Doors 6.724 Decarbonisation funding 11.185 Sub Total 27.389 Major Repairs Major repairs 7.170 Roofing/Rendering 15.000 Sub Total 22.170 Home safety and security Lead Pipe replacement 0.050 Door entry replacement 1.500 Electrical work 1.250 Sub Total 2.800 Internal upgrading Kitchens 5.500 Bathrooms 3.000 Sub Total 8.500 Tower strategy Tower Strategy 10.679 Demolition 6.281 Sub Total 16.960 Community Care Community Care Sub Total 0.900 Fees/miscellaneous Fees/miscellaneous Sub Total 8.455 GRAND TOTAL 87.923 Page 277 of 316
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref SL/VR Date 18/02/26 Former Tenant Arrears Write Off to 31 March 2024 From Stephen Llewellyn, Chief Officer (Housing & Communities) E-mail RobertsV@northlan.gov.uk Telephone Executive Summary The purpose of this report is to present to Committee a summary of outstanding Housing Rent debts which are deemed uncollectable following all attempts at recovery by the Housing Rents and Court teams or are considered uneconomically viable to continue pursuing. In accordance with financial guidelines a provision for expected credit losses has previously been established for the outstanding accounts highlighted below. The debt to be written off relates to former tenancies where the tenancy end date is prior to 31 March 2024. The total recommended write-off is £4,234,758 which equates to 2.66% of the total rent income of £159,138,870. Recommendations It is recommended that the Housing Committee: (1) Acknowledge the decision of the Chief Officer (Housing Management) and the Chief Officer (Finance) to write off £405,989.24 under delegated responsibilities; (2) Approves the write off of £3,828,768.80 which includes individual debts greater than £500; (3) Approves the write off of credit balances that have arisen in some former tenancy rent accounts, totalling £30,326.12; (4) Remit this report to the Finance and Resources Committee. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (21) Continue to identify and access opportunities to leverage additional resources to support our ambitions Programme of Work Statutory / corporate / service requirement Item 16 Page 279 of 316
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1. Background 1.1 The Housing Service on average has an annual turnover in tenancies of approximately 2,469 with tenancies terminating for a variety of reasons. 1.2 The Service have a full rent arrears process in place which ranges from reminder letters at the early stages through to the pursuit of arrears via the courts. The arrears process actively pursues debt in both current tenancies and former tenancies and only ever seeks to write-off debt relating to former tenancies once all avenues of recovery have been exhausted. 1.3 A wide range of payment methods are available to tenants to enable them to make payments towards their rents in a timely and consistent manner that suits their circumstances. These range from Direct Debits, Online Payment facility, Standing Orders, Post Office, Paypoint and deductions from wages. 1.4 Early intervention and engagement with current tenants who fall into arrears is a key part of the process to minimise the debt level that exists when tenancies terminate. However, despite the steps in place, there are a number of debts that are deemed uncollectible or are considered not economically viable to engage further collection activities and costs. This annual process of assessing the likelihood of debt non-recovery follows accepted best accounting practice and is a realistic assessment of expected outcome. 1.5 Annual benchmarking reports published by Scotland’s Housing Network identifies that former tenant arrears have increased across the whole sector from 1.86% in 2020/21 to 2.31% in 2024/25, for LA’s the average is 3.40%, with NLC reporting 3.70% in 2024/25. In addition, the Council’s collection rate for rent due in 2024/25 was 99.96% which mirrors the Scottish Local Authority Average for the same year. 1.6 The Council moved onto full Universal Credit status in April 2018 and has since experienced an increase in current tenant arrears. However, the impact of this welfare reform, along with wider cost of living pressures, has been significantly mitigated through the success of the Council’s Rent Assistance Fund (RAF), which supports tenants to sustain tenancies during periods of financial hardship. In addition, a full Income Maximisation Service is available to all tenants. 2. Report 2.1 An exercise has been undertaken to identify debt that is now considered to be non- collectable. In accordance with financial guidelines a provision for expected credit losses has previously been established for the outstanding accounts highlighted below. 2.2 There are a number of reasons why the outstanding balances are being written off and these are summarised below: • Liquidation / Sequestration. The debtor has been liquidated / sequestered etc, and there is no prospect of recovery of funds. • Deceased. The debtor is deceased and there have been insufficient funds within the estate to meet the sum due. • Eviction / Abandonment / No Forwarding Address. The debtor has been unable to be located following eviction or abandonment of their tenancy or have left no forwarding address and there is no prospect of recovery of funds. Page 280 of 316
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• Recovery exhausted. All avenues of recovery have now been exhausted via our internal processes and via the courts. The decision has been taken not to pursue any further. Recovery is considered not possible. 2.3 The following tables categorise the value of debt recommended for write-off by cause and value: 2.4 The write off being proposed to 31 March 2024 represents 2.66% of the total rental income of £159,138,870. The following table outlines the value of the annual former tenant arrears write-off over the previous 5 years: Former Tenant Arrears Written Off to: Value £ % of Income 31 March 2023 3,925,862.42 2.62 31 March 2022 2,553,973.58 1.76 31 March 2021 2,610,389.37 1.82 31 March 2020 3,560,465.00 2.57 31 March 2019 3,505,183.00 2.54 31 March 2018 2,408,607.00 2.09 2.5 The Council will continue to seek collection of any outstanding balances if the circumstances of the debtor change and recovery is deemed practical. Cause Analysis Write off Value No. of Tenancies Average Write off Value 2026 Average Write off Value 2025 £ £ £ Abandoned 637,790.72 473 1,348.39 1,596.95 Deceased 330,211.84 585 564.46 592.82 Eviction 602,666.29 154 3,913.42 4,045.54 Liquidations/Sequestrations 185,056.43 58 3,190.63 3,094.05 No Forwarding Address 1,896.43 3 632.14 1,004.98 Recovery Exhausted 2,477,136.33 2,922 847.75 910.79 Total Debt 4,234,758.04 4,195 1,009.48 1,016.54 Credit Balances (30,326.12) 291 (104.21) (141.82) Value Analysis < £500 405,989.24 2,651 153.15 163.31 >£500 3,828,768.80 1,544 2,479.77 2,319.83 Total Debt 4,234,758.04 4,195 1,009.48 1,016.54 Page 281 of 316
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3. Measures of success 3.1. The Service continues to engage in several activities aimed at improving collection rates, reducing debt arising and streamlining the recovery process. The Council will continue to seek collection of the outstanding balance if the circumstances of the debtor alter, and recovery is deemed practical. 4. Supporting documentation Not Applicable Stephen Llewellyn Chief Officer (Housing & Communities) Page 282 of 316
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? There are no additional financial implications linked to this report for the current financial year as a corresponding bad debt provision has been included in the previous year’s accounts. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 283 of 316
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 284 of 316
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref PH/JS/KS Date 18/02/26 New Housing Supply Programme – Procurement Update From Pamela Humphries, Chief Officer (Place) E-mail stevensonjam@northlan.gov.uk Telephone James Stevenson, Housing Development Manager, 07583098631 Executive Summary The purpose of this report is to update Committee on current procurement activity relating to the new build housing programme and seek approval to progress procurement arrangements as outlined in the report. Recommendations It is recommended that the Housing Committee: 1) Approves an increase in the budget from £4.5m, previously approved by the Housing Committee, to £4.8m, for the following site, to be procured through a Direct Award under the Scottish Procurement Alliance H2 New Build Housing Framework: • Bank Street, Coatbridge to Cruden Limited up to the value of £4.8M, including contingency allowance. 2) Approves the award of a contract, procured through a competitive tender under the Scottish Procurement Alliance H2 New Build Housing Framework, for the following site: • Conversion of former Municipal Buildings, Kildonan Street, Coatbridge to social housing and office/civic accommodation at the value of £19.8M, including contingency allowance. 3) Acknowledges the award of contract for the following site previously approved by the Housing Committee: • New build social housing at Newton Drive, Newmains (35 units), awarded to McTaggart Construction on 6th January 2026 at a value of £8,462.801.26. 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 17 Page 285 of 316
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1. Background 1.1 The council has an approved programme to deliver 6,000 new homes by 2035. The delivery of such a large-scale programme presents several challenges, which include procurement of competent contractors with a track record of delivering new build homes to the Councils standard, within the timescale required and at a competitive cost. To increase the pace of delivery, secure best value and minimise risk to the Council, a range of compliant procurement options have been utilised. 1.2 For each project a bespoke Contract Strategy is undertaken to assess the most appropriate procurement route. These include, but are not limited to, the use of Scottish Procurement Alliance (SPA) and Scotland Excel frameworks utilising the direct award and competitive tender procedures, or a traditional “Restricted” style tendering procedure within the open market. 1.3 Within this report, one project has been identified to be procured via the direct award procedure. For this project, the direct award procedure has been identified as the optimum route to market, as it allows early engagement with contractors leading to economies and efficiencies being achieved in design, risk, early engagement for utilities and programme benefits. 2. Report 2.1 In November 2024, Housing Committee approved the delivery of 10 supported accommodation units and 6 flatted units for social housing at the Bank Street site in Coatbridge, with an allocated budget of £4.5m. As the design has developed, an additional supported unit has been incorporated, increasing the total provision to 11 units. Furthermore, additional requirements have emerged including a piled foundation system which is required due to the nature of the existing ground conditions; compliance measures to meet Network Rail requirements, and ancillary accommodation to support the operation of the supported units. To accommodate these essential changes, the budget allocation requires an increase from £4.5m to £4.8m, which will be met through the HRA capital budgets. A detailed cost analysis, including benchmarking, has been completed and confirms that the proposals represent Best Value. 2.2 In February 2019, the Council approved the rationalisation of the office accommodation portfolio which included the Municipal Buildings, Coatbridge. In February 2021, Housing Committee approved the award of a consultancy contract to progress the redevelopment design of the category B-listed Municipal Buildings in Coatbridge. As Committee will be aware, alterations to listed buildings and Common Good properties require extensive public consultation and engagement with Historic Environment Scotland (HES) to ensure that features of historical importance are preserved. This has limited the extent to which the building can be converted for residential use. However, the design development process has created the opportunity to deliver a transformative mixed-use town centre asset that both safeguards and repurposes a key Council heritage asset. The former police wing will undergo façade retention and partial demolition to enable modern housing to be delivered. Key architectural features such as stained-glass windows, decorative cornicing, timber panelling and more have been identified by to be retained and will form part of the new multi-use civic spaces which include office accommodation and meeting/event space. Page 286 of 316
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2.3 In addition to creating 43 new modern homes, the proposals maximise social, economic and environmental benefits, while contributing to the expansion of town centre living and aligning with priorities set out in The Plan for North Lanarkshire, the Economic Regeneration Delivery Plan and strategic objectives within the Council’s Local Housing strategy. The proposal also includes targeted investment to future-proof the building by upgrading all areas to meet current technical standards in terms of mechanical, electrical, energy performance and accessibility. 2.4 To deliver the construction phase of the project, the Council competitively tendered a contract via the Scottish Procurement Alliance (SPA) H2 New Build Housing Framework. The total contract value is £19.8m, inclusive of contingency allowances, and will be funded through a combination of HRA New Supply capital programme; Scottish Government grant contribution and the council’s general services capital programme. 2.6 The projects listed above are still in live procurement. Accordingly, the recommendations in this report are for the approval for the award of each contract (in accordance with the council’s General Contract Standing Orders) up to the values stated as and when they are finalised, outwith the council’s committee cycle. Adopting this approach shall expedite the programme and allow appointed contractors to progress works in a more efficient and effective manner. Additionally, this approach shall also prove beneficial where any pre-construction / enabling works are required whilst also allowing appointed contractors to engage third party companies i.e. utility companies to undertake works required to enable housing construction methods to commence. Should the recommendations within this report be approved, more detailed information on any contract awarded for each site shall reported to the next available Housing Committee following award. Should contracts to be awarded exceed the values stated in the recommendations, further details and approvals shall be sought from a future Housing Committee. 2.7 The pricing mechanism is a Priced Contract with Activity Schedule offering a level of cost certainty. However, there are currently no cashable savings attributed to the contracts outlined above at this time. 2.8 The council is committed to maximising the delivery of community benefits. Each procurement includes a community benefit requirement, appropriate to value of each individual contract, delivering a range of community benefits providing employment opportunities, supply chain development, community engagement and opportunities for SME’s to bid for goods and services. Given the current stage of the procurement processes for each of the sites listed within this report, details of each community benefit are yet to be finalised. However, once contracts have been formally awarded, an overview of community benefits committed to by contractors will be reported to Committee. 2.9 All contractors appointed to the Framework have evidenced fair working practices within their organisations as part of the procurement procedures to be appointed to the respective arrangements 2.5 Subject to approval, the tender procedure will progress and, following final tender evaluation and verification, the most economically advantageous tender will be recommended for contract award. This will enable pre-construction activities to commence early 2026/27. Page 287 of 316
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2.10 In addition to the sites listed above, work has progressed to award the following contract following approval at Housing Committee on 12 February 2025: • New build social housing at Newton Drive, Newmains (35 units), awarded to McTaggart Construction on 6th January 2026 at a value of £8,462.801.26. Further information on the contract awarded above can be found within Appendix 1 of this report. 2.11 Officers from New Supply will be responsible for managing all contracts once awarded which will be undertaken in accordance with the council’s agreed approach to contract and supplier management. 3. Measures of success 3.1 The proposed contract awards detailed within this report will deliver the following outcomes: a) The appointment of contractors who have the experience and capability to deliver new build social housing. b) The procurement procedures applied are compliant with the procurement legislation, overarching framework agreements and internal procedures. c) That Best Value is both demonstrable and achieved. d) That contracts awarded secure a range of community benefits. e) Those contracts awarded support payment of the real Living Wage to staff employed in the delivery of the requirements; and f) That the performance of contracts awarded are proactively managed against several Key Performance Indicators. 4. Supporting Documents Appendix 1 Summary of Contracts Awarded Pamela Humphries Chief Officer (Place) Page 288 of 316
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The new build programme includes measures that will help reduce inequalities of outcome through certain design features including: • Housing for Varying Needs to make homes as accessible as possible. • Secure by Design to make homes and the surrounding environment as safe and secure as possible. • Achieving the Scottish Government requirements for Greener Homes to • reduce the incidence of fuel Poverty. • Facilitating improved access to high-speed internet capabilities including installation of ‘fibre to the property’. If Yes, has an assessment been carried out and published on the council’s website? New Supply Programme (Equality Impact Assessment) | North Lanarkshire Council Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The funding for projects referred to in this report can be met from the Council’s Housing Revenue Account budgets for the New Supply Programme and mainstream programme (for supported accommodation at Bank St). Grant support is also provided by the Scottish Government. Grant funding for new build is £104,353 per unit, based on a 3-person equivalent as well as additional grant funding for increased quality measures and renewables. The share of costs for the office/ civic accommodation within Municipal Buildings will be met from within the council’s general services capital programme. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 289 of 316
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5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☒ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The new homes are built to higher energy efficiency and sustainability standards, which helps to reduce future carbon emissions from the properties. This is done via a fabric first approach, while incorporating renewable technologies where appropriate, e.g. providing minimum of EPC B certification, Silver Standards 1 and 2, non-gas heating systems and EV charging. The Council’s New Supply Programme will ensure that the impact on the Council’s carbon footprint is mitigated. The specifications incorporated within the contract documentation will: deliver reduced energy need; encourage sustainable construction; promote health and wellbeing; reduce waste and resources through effective storage, collection and composting of waste and recyclable materials and include measures which will reduce CO2 emissions. Page 290 of 316
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5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The implementation and delivery of the New Supply programme will be promoted through the New Supply PR plan and via communications with elected members and local stakeholders 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Risk associated with the New Supply Programme is managed within the council’s project management and risk register process. By undertaking detailed Ground Investigation and other relevant site assessments, prior to proceeding with the development of any site, the council is mitigating the risk of unforeseen costs relating to ground conditions, although this risk cannot be eliminated entirely. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☒ No ☐ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. The Council’s New Supply housing programme previously partnered with Veterans Housing Scotland to deliver housing for Armed Forces Veterans and the current SHIP supports new affordable housing project for Scottish Veterans' Garden City Association. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 291 of 316
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Appendix 1 – Summary of Contracts Awarded Contract Ref NLC-SLP-24-144 Title New Build Social Housing at Newton Drive, Newmains Classification Works Competition Governance by Value The Framework terms & conditions, with adherence to the council’s GCSO 13 on 3rd party frameworks Procurement Route Direct Award No. of Framework Contractors One Comments This contract was procured considering the relevant information technical and commercial proposals from the Scottish Procurement Alliance H2 New Build Housing framework agreement, Lot 12 Workstream 4 (Refurbishment, Conversions, Extensions and Adaptations) Over £2m. Award Details Contract Award Date 6 January 2026 Awarded Value £8,462,801.26 Contract Duration 96 Months Contractor Name McTaggart Construction Ltd Contractor Size SME Contractor Location Ayrshire Payment of Living Wage? Yes Living Wage Accredited? No Community Benefits Committed 1 x New Employee Full Time Job (from Priority Group) 1 x Work Experience Placement – School Trades e.g. bricklaying etc (to be discussed and agreed upon award 1 x Work Experience Placement – Non School 1 x Careers Events (Face to Face) - (March or October) 1 x Workplace Visit 1 x Supply Chain Briefings 20 x Financial Support (minimum £100) Page 292 of 316
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref: SL/KMcG Date: 18 February 2026 Contract Award for Sheriff Officer Services 2026 - 2030 From: Stephen Llewellyn Chief Officer (Housing & Communities) E-mail: Llewellyns@northlan.gov.uk Telephone: 01698 274192 / 07939280680 Executive Summary In accordance with the councils General Contract Standing Orders (GCSOs), the Committee is asked to approve the award of a contract for Sheriff Officer Services 2026 – 2030 (the ‘Agreement’), in two Lots, following the undertaking of a procurement procedure as detailed within this report below. The Framework Agreement has a maximum value of eight hundred and eighty thousand Pounds Sterling (£880,000) excluding VAT, split evenly across the two Lots. Lot 1 – Hamilton Sheriff Court – Lot Value £440,000. Lot 2 – Airdrie Sheriff Court – Lot Value £440,000. The Framework Agreement is for an initial period of two years (24 months) from the date of award with the option to extend for two additional periods of 12 months, to a maximum Framework Agreement duration of four years. Recommendations It is recommended that the Housing Committee: (1) Approves the award of the Agreement to Graham Stewart & Co LLP ( Lot 1), and Malcolm J Boyd Sheriff Officers (Lot 2) at the maximum value of eight hundred and eighty thousand Pounds Sterling (£880,000) exclusive of VAT across the Agreements full term, which is made up of an initial period of 2 years that is anticipated to commence on 01 April 2026, with the council reserving the right to extend the Agreement for two additional 12 month periods up to a maximum of a further 24 months. Item 18 Page 293 of 316
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The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition Statement (14) Ensure the highest standards of public protection Programme of Work Statutory / corporate / service requirement Page 294 of 316
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1. Background 1.1 The Council has a requirement to provide Sheriff Officer Services across various services including Housing Solutions and Legal and Democratic Services. The requirement is to ensure the council can fulfil its legal obligations in relation to various functions required to be carried out by Sheriff Officers. 1.2 The services carried out by Sheriff Officers include, but are not limited to, Ejection; Citation; Diligence; Charges for payment; Earnings Arrestment; Attachment; Auction; Arrestment; Inhibition; Foreign Citation; Tracings and enquiries; and Pre-sue reporting. 1.3 The council operates within the jurisdiction of both Hamilton and Airdrie Sheriff courts. 1.4 The current framework for Sheriff Officer Services, which operates over two Lots, covering Hamilton Sheriff Court (Lot 1) and Airdrie Sheriff Court (Lot 2), began on 01 April 2022 and was in place for an initial period of two years, with the option to extend for a further two x 12- month periods. In March 2024, the framework was extended for the first 12-month period, and in February 2025 it was extended again for the final 12-month period, to the current service providers. 1.5 The incumbent Service Providers on the Sheriff officers Services Framework are: • Lot 1 – Hamilton Sheriff Court – Fraser Irvine Sheriff Officers LLP • Lot 2 – Airdrie Sheriff Court – Malcolm J Boyd Sheriff Officers 1.6 The current Framework is due to expire on 31 March 2026, with the Agreement detailed within this report due to supersede it. 1.7 To enable appropriate development and execution of the procedure required to form the Agreement, a panel of technical and procurement representatives (the “User Intelligence Group (UIG)”) was formed. 1.8 The UIG were responsible for developing the required internal contract strategy (the “Contract Strategy“) for the Agreement. The Contract Strategy sets out the parameters and approaches the council would apply within the procurement, tendering, contracting and end of life stages of the Agreement following appropriate analysis, research, and investigation to ensure the council achieves maximum benefit where possible. In accordance with GCSO 4.4, the Contract Strategy for the Agreement was approved on 17 September 2025. 2. Report 2.1 The initial estimated value of the Agreement dictated that the opportunity be considered as a “Higher Threshold Regulated” procurement procedure. On 07 October 2025, a Contract Notice for the opportunity was published on the Public Contracts Scotland and the UK Find a Tender (FTS) website. 2.2 As determined within the Contract Strategy, the procurement procedure was undertaken as an “Open Procedure”. The Open Procedure is a single stage competitive procurement procedure where following the publication of the Contract Notice, any interested party could submit a tender. Page 295 of 316
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2.3 The Agreement opportunity was presented as two separate Lots with each Lot covering the jurisdiction of a specific court: • Lot 1 – Hamilton Sheriff Court • Lot 2 – Airdrie Sheriff Court 2.4 Tenderers were permitted to submit a tender response for both Lots or an individual Lot, with the Agreement allowing a single contractor to be appointed to both Lots. 2.5 Based on the evaluation criteria and scoring methodology set out in the procurement procedure, an evaluation of tenders received was completed by members identified by the UIG as having the technical knowledge and experience to evaluate tenders in a professional and fair manner. 2.6 Following completion of the procurement procedure in line with the terms, conditions and processes contained within, the recommended Contractors have been evaluated as submitting the most economically advantageous tender. 2.7 Appendix 1 provides a summary of the procurement procedure undertaken including the key considerations and outcomes. Financial / Budget Consideration 2.8 The pre-tender wholelife estimated budget for the Agreement was £880,000, including the options to extend the Framework. The budget for the Agreement is split evenly across the two Lots: • Lot 1 - Hamilton Sheriff Court – Lot Value £440,000 • Lot 2 - Airdrie Sheriff Court – Lot Value £440,000 2.9 The pre-tender estimate was based on historic spend and a review of trends in case numbers being processed through each court. 2.10 The costs associated with delivery of the Agreement will be contained within the revenue budgets within Housing and Legal & Democratic Servies. 2.11 The provision / execution of Sheriff Officers services is demand led and therefore the actual spend may vary marginally but will not exceed the maximum contract value. Price Stability 2.12 There is no flexibility in the prices set for this contract as the rates charged for the delivery/ execution of services by the Sheriff Officers are set by the Act of Sederunt (fees of Sheriff Officers) (No.2) 2002 (SSI 2002/567) as amended. 2.13 There is no fixed or regular schedule of price reviews for Sheriff Officer fees, therefore we are unable to predict if the price will change throughout the term of this contract. However any proposed changes to the fees will be subject to public consultation, which will allow us to review changes in projected spend against contract value to ensure this contract will continue to meet our requirements. Page 296 of 316
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Community Benefits 2.14 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. 2.15 Within their tender, the recommended Contractors committed to deliver community benefits as detailed within Appendix 1 of this report. 2.16 The community benefits committed as part of the Agreement does not include the creation of jobs or apprenticeships. Fair Work First and Payment of the Living Wage 2.17 Within their tender submission, Graham Stewart & Co (Lot 1) and Malcolm J Boyd Sheriff Officers (Lot 2), the recommended Contractors, intimated that they would commit to the following areas of the Scottish Governments “Fair Work First” initiative: • They are both Living Wage Accredited employers, ensuring all staff are paid the Living Wage or Higher; • They do not use zero-hour contracts; • They are both equal opportunity employers who actively aim to address the gender balance and pay gap, while paying staff based upon their role. • They actively invest in their workforce providing opportunities for staff development and career progression. • They offer flexible working where possible, to address work life balance. 2.18 Further information on the Living Wage status of the recommended Contractors is detailed in Appendix 1. Contract Management 2.19 Officers from Housing Operations will be responsible for managing the Agreement in collaboration with representatives from Legal & Democratic Services. The Framework will be managed in accordance with the contract and supplier management conditions applied within the Agreement. 3. Measures of success The Agreement will deliver the following outcomes; 3.1 Best Value will be demonstrated as outlined in Appendix 1. 3.2 The rates for the services provided by Sheriff Officers are set by legislation – they are set by the Act of Sederunt (Fees of Sheriff Officers) (No 2) 2002 9SSI 202/567) as amended. The council received verification of the service provider providing services within the Act of Sederunt. Page 297 of 316
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4. Supporting documents 4.1 Appendix 1 Summary of Procurement Procedure Stephen Llewellyn Chief Officer (Housing & Communities) Page 298 of 316
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? All procurement procedures will have potential legal implications however throughout this Agreement, compliance with the councils General Contract Standing Orders and the relevant procurement regulations has been maintained with advice from colleagues in Corporate Procurement and Legal Services sought as and when required. The Agreement is required to allow the council to fulfil it’s legal obligations in respect of a number of functions across both the Enterprise & Communities and Legal & Democratic Services. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☒ No ☐ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☒ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e-mailed to dataprotection@northlan.gov.uk Yes ☒ No ☐ 5.6 Technology / Digital impact Page 299 of 316
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Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? The procurement of this service is required to allow the council to fulfil its statutory obligations. Failure to have this service in place will have impacts on the service in terms of lost income, inability to manage some aspects of service delivery and potential reputational risk. These Risks are managed through each service Risk Register and reviewed in line with the Council’s Risk Assessment / Review processes and timescales. 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 300 of 316
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Appendix 1 – Summary of Procurement Procedure Overview Reference NLC-CPT-25-046 Title Sheriff Officer Services 2026 -2030 Classification Services - Standard Responsible Chief Officer and Position Stephen Llewellyn, Chief Officer (Housing and Communities) Competition Governance by Value Higher Threshold - Public Contracts (Scotland) Regulations 2015 Route to Market Open Procedure Interest Total Expression of Interest (EoI) 11 EoI from NLC Based Businesses 2 Tenders Received Total No. of Tenders Received Lot 1 – 4 Lot 2 – 5 No. of Tenders From SME’s Lot 1 – 0 Lot 2 – 0 No. Tenders from NLC Based Businesses Lot 1 – 0 Lot 2 – 1 No. of Tenders from Supported Businesses Lot 1 – 0 Lot 2 – 0 Reasons for Single Tender Response Not applicable Award Criteria Quality Weighting 100% Price Weighting Pass/Fail Evaluation Scoring Contractor(s) Score Lot 1 – 88.00% Lot 2 – 95.00% Unsuccessful Tenderer Scoring Range Lot 1 – 80.00 – 82.00% Lot 2 – 75.00 – 88.00% How Has “Best Value” Been Demonstrated? Best Value has been achieved following evaluation of the most economically advantageous tender for each lot. Additional Comments Award Details General Overview Total / Maximum Value £880,000 (Overall) £440,000 (Lot 1) Contract Duration (Months) 24 + 12 + 12 Page 301 of 316
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£440,000 (Lot 2) Contractor Registered Name(s) Lot 1 – Graham Stewart & Co Lot 2 – Malcolm J Boyd Sheriff Officers Contractor Overview Registered Local Authority Area Lot 1 – Glasgow Lot 2 – North Lanarkshire Contractor(s) Size Lot 1 – LLP Lot 2 – Sole Trader Living Wage Paying the Living Wage Lot 1 – Yes Lot 2 – Yes Living Wage Accredited Lot 1 – Yes Lot 2 – Yes Overview of Community Benefits Community Benefit Outcome Qty Offered Community Benefit Outcome Qty Offered New Job for an Individual from a Priority Group (Full Time) – Lot 1 1 Educational Sponsorship – Lot 2 2 Financial Support for a Community Project / Organisation – Lot 2 2 Non-financial Support for a Community Project / Organisation – Lot 2 2 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 302 of 316
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref: HO DE 25 109 / NLC-SLP-109 Date: 18 February 2026 Contract Award for MTC for Replacement of Controlled Door Entry Systems and Associated Works; 2025-2029 From Stephen Llewellyn, Chief Officer (Housing and Communities) E-mail starbucks@northlan.gov.uk Telephone: Siobhan Starbuck – Contract Support Manager – via MS Teams Executive Summary In accordance with the councils General Contract Standing Orders (GCSOs), the Committee is asked to approve the award of a contract for MTC for Replacement of Controlled Door Entry Systems and Associated Works 2025 – 2029 (the ‘Agreement’) following the undertaking of a procurement procedure as detailed within this report below. It should be noted that this contract was previously approved at the November 2025 Housing Committee, however, it was not awarded due to an anomaly under Regulation 50 and 52 of the Public Contracts (Scotland) Regulations 2015, resulting in the contract to be re-tendered. Recommendations It is recommended that the Housing Committee: (1) Approves the award of the Agreement to DM Integrated Ltd the “Contractor”) at the maximum value of seven million pounds sterling (£7,000,000.00) exclusive of VAT for an initial period of 24 months anticipated to commence on 26 April 2026 with the council reserving the right to extend the Agreement for additional periods of 2 x 12 months. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition Statement (14) Ensure the highest standards of public protection Programme of Work Invest in North Lanarkshire Item 19 Page 303 of 316
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1. Background 1.1 North Lanarkshire Council is required to re-procure and appoint a single contractor for Replacement Controlled Door Entry Systems to various low and high-rise housing blocks in various locations within the geographic boundaries of North Lanarkshire Council. 1.2 This contract is to ensure the safety of both Council and private residents by providing secure entry systems on all low-rise and high-rise properties, preventing unauthorised entry. 1.3 The incumbent contractor for this contract is DM Integrated Ltd. The current contract started in September 2022 and was due to expire on 21 January 2024, this was extended utilising the optional extension period for a further 12 months to 21 January 2025. There was a further extension period of 3 months utilised taking the expiry date up to 21 April 2025 and included a Contract Modification to increase the budget by 15% to secure the works that were required to be finished on this contract. Due to the re-issue of this procurement a further direct award, for a period of 6 months, to the incumbent, DM Integrated Ltd was procured in November 2025 to allow the Council the adequate time to progress the re-procurement of a new contract. 1.4 A subsequent direct award was granted to the incumbent contractor to maintain service continuity during the development stage of the new contract given the potential security concerns within some of the blocks. 1.5 The scope of work aligned with the Core Project requirements under the Enterprise contract therefore Mears Ltd were offered first refusal to price the works. The tender evaluation for Mears Ltd submission could not adequately demonstrate best value being achieved at this time and therefore re-procurement via an open tender procedure was required. 1.6 The scope of works are as follows: • The replacement of existing controlled door entry systems and electronically operated communal entrance doors/ screens in metal or timber depending on specific requirements of high or low rise housing blocks/ sheltered housing/ care homes and the like, replacement of entrance canopies, • Upgrading entrance lighting and emergency exit signage, external works (access paths, stairs, ramps, handrails, fencing and the like), all associated electrical works, • Firestopping, builderswork and asbestos removal associated with the works, • Making good all finishings and obtaining building warrants. • 12 months maintenance / defects period from completion of each installation and provision of 24 hours per day/7 days per week callout service for the contracted maintenance period. 1.7 All works will generally be to occupied domestic properties but may include void domestic properties and / or owner-occupied properties. 1.8 The contract also includes an element of Contractor Design responsibility (CDP). 1.9 This contract will have a maximum contract value of £7M (including all extension periods) with a contract duration of 2 years + 2 x 12 month optional extension periods. Page 304 of 316
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1.10 To enable appropriate development and execution of the procedure required to form the Agreement, a panel of technical and procurement representatives (the “User Intelligence Group (UIG)”) was formed. 1.11 The UIG were responsible for developing the required internal contract strategy (the “Contract Strategy“) for the Agreement. The Contract Strategy sets out the parameters and approaches the council would apply within the procurement, tendering, contracting and end of life stages of the Agreement following appropriate analysis, research and investigation to ensure the council achieves maximum benefit where possible. In accordance with GCSO 4.4, the Contract Strategy for the Agreement was approved on 04 November 2025. 2. Report 2.1 The initial estimated value of the Agreement dictated that the opportunity be considered as a “Higher Threshold Regulated” procurement procedure. On 04 November 2025, a Contract Notice for the opportunity was published on the Public Contracts Scotland and the UK Find a Tender (FTS) website. 2.2 As determined within the Contract Strategy, the procurement procedure was undertaken as an “Open Procedure”. The Open Procedure is a single stage competitive procurement procedure where following the publication of the Contract Notice, any interested party could submit a tender. 2.3 Based on the evaluation criteria and scoring methodology set out in the procurement procedure, an evaluation of tenders received was completed by members identified by the UIG as having the technical knowledge and experience to evaluate tenders in a professional and fair manner. 2.4 Following completion of the procurement procedure in line with the terms, conditions and processes contained within, the recommended Contractor has been evaluated as submitting the most economically advantageous tender. 2.5 Appendix 1 provides a summary of the procurement procedure undertaken including the key considerations and outcomes. Financial / Budget Consideration 2.6 The pre-tender wholelife estimate budget for the Agreement was £7,000,000.00. The costs associated with delivery of the Agreement will be contained within the Capital budget for the Investment team within Housing. 2.7 The construction sector always carries a volatile market for materials which may have an impact on this contract; however, the procurement will secure a fixed price for the delivery of the contract at the time of contract award, therefore, the risk of material price inflation is borne by the successful contractor and CSM will be conducted throughout the duration of the contract. Page 305 of 316
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Price Stability 2.8 The Agreement pricing is fixed until October 2026. Thereafter, prices will be adjusted annually by the application of the Royal Institution of Chartered Surveyors Building Cost Information Services which is an industry standard approach. Community Benefits 2.9 The council is committed to maximising the delivery of community benefits. The procurement included a community benefit requirement; this approach is designed to deliver local community benefits where possible. 2.10 Within their tender, the recommended Contractor committed to deliver community benefits as detailed within Appendix 1 of this report. Fair Work First and Payment of the Living Wage 2.11 Within their tender submission, the recommended Contractor detailed their commitment to practices consistent with the Scottish Government's 'Fair Work First' framework, and they are verified as Real Living Wage accredited employers. 2.12 Further information on the Living Wage status of the recommended Contractor is detailed in Appendix 1. Contract Management 2.13 Officers from the Investment Team within Housing will be responsible for managing the Agreement which will be undertaken in accordance with the contract and supplier management conditions applied within the Agreement. 3. Measures of success The Agreement will deliver the following outcomes; 3.1 Conclusion of a procurement procedure that is compliant with procurement legislation and internal procedures. 3.2 Best Value will be demonstrated as outlined in Appendix 1; 3.3 Conclusion of a procurement procedure that is compliant with procurement legislation and internal procedures; and 3.4 Delivery of a range of Community Benefits and Social Value. Page 306 of 316
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4. Supporting documents Appendix 1 Summary of Procurement Procedure Stephen Llewellyn Chief Officer (Housing and Communities) Page 307 of 316
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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? Costs associated with this contract will be contained within the HRA budget. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If`Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? All procurement procedures will have potential legal implications, however throughout this Agreement, compliance with the councils General Contract Standing Orders and the relevant procurement regulations has been maintained with advice from colleagues in Corporate Procurement and Legal Services sought as and when required. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e-mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Page 308 of 316
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Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Contractors will be asked to consider the use of low carbon footprint / environmentally friendly products / materials where possible. Contractors will also be encouraged to consider use of electric vehicles and sharing vehicles where possible. The procurement will include a requirement for BS EN 14001 / EMAS certification to be maintained (or equivalent). 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex-Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 309 of 316
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Appendix 1 – Summary of Procurement Procedure Overview Reference NLC-SLP-25-109 Title MTC Replacement Controlled Door Entry Systems & Associated Works; 2025 - 2029 Classification Works Responsible Chief Officer and Position Stephen Llewellyn, Chief Officer (Housing) Competition Governance by Value Higher Threshold - Public Contracts (Scotland) Regulations 2015 Route to Market Open Procedure Interest Total Expression of Interest (EoI) 16 EoI from NLC Based Businesses 5 Tenders Received Total No. of Tenders Received 2 No. of Tenders From SME’s 2 No. Tenders from NLC Based Businesses 2 No. of Tenders from Supported Businesses 0 Reasons for Single Tender Response N/A Award Criteria Quality Weighting 40% Price Weighting 60% Evaluation Scoring Contractor(s) Score 100.00% Unsuccessful Tenderer Scoring Range 74.11% How Has “Best Value” Been Demonstrated? The competitive bidding environment generated through the open tender has enabled the Council to secure the most economically advantageous tenders. The evaluation criteria, which was clearly defined and communicated in the tender documents, focused not only on price but also on quality, experience, technical capability, and social value considerations. This comprehensive assessment ensures that the selected contractor demonstrates the capacity to deliver high- quality services that meet the Council's specific needs and provide long-term benefits to our community. Page 310 of 316
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Additional Comments N/A Award Details General Overview Total / Maximum Value £7,000,000.00 Contract Duration (Months) 24 + 12 + 12 Contractor Registered Name(s) DM Integrated Ltd Contractor Overview Registered Local Authority Area North Lanarkshire Council Contractor(s) Size Medium Living Wage Paying the Living Wage Yes Living Wage Accredited Yes Overview of Community Benefits Community Benefit Outcome Qty Offered Community Benefit Outcome Qty Offered TRE04 – New Start – Apprentice 8 TST02 – Work Experience Placement (16+years) 8 TST04 – Careers Event 4 TST06 – School Mentoring or Enterprise Programme 4 CCE01 – Financial Support for a Community Project 8 Additional Comments DM Integrated Ltd have offered a total of 200 points for Community Benefits over the course of the full contract duration of 4 years. Impacts Summary, Public Sector Equality Duty and Fairer Scotland Duty ☐ HR Policy Impact ☒ Data Protection Impact ☐ Environment / Carbon Impact ☒ Risk Impact ☐ Children’s Rights and Wellbeing Impact ☐ Financial Impact ☒ Legal Impact ☒ Technology / Digital Impact ☐ Comms Impact ☐ Armed Forces Covenant Duty ☐ Page 311 of 316
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref JMcK/CPT Date 18/02/26 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 20 Page 313 of 316
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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 314 of 316
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Appendix 1 – Summary of Contracts Awarded Contract Ref NLC-SLP-25-105 Title Single Building Assessments Pilot 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 3 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 Scottish Procurement Alliance (SPA) Fire Safety Framework (FS2) - Lot 1 Fire Consultancy Award Details Value £497,542.50 Contract Duration 4 months Contractor Name BB7 Consulting Limited Contractor Size SME Contractor Location Kent 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 315 of 316
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