Agenda Document Pack - Housing Committee - 13/05/2026
North Lanarkshire Council · 13 May 2026
Back to Housing Committee — 13 May 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
4 May 2026 Members of the Housing Committee Chief Executive’s Office Rachel Blair Chief Officer (Legal, Democratic and Strategy) Civic Centre, Windmillhill Street, Motherwell ML1 1AB www.northlanarkshire.gov.uk Notice is given that a Meeting of the Housing Committee is to be held in the Council Chamber, Civic Centre, Windmillhill Street, Motherwell, ML1 1AB on Wednesday, 13 May 2026 at 10:00 AM which you are requested to attend. The agenda of business is attached. Rachel Blair Chief Officer (Legal, Democratic and Strategy) Members : Clerk Name: Mark Hamill Clerk Telephone: 07811 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 110
Page 2
Page 2 of 110
Page 3
Agenda 1 Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 Operational 2 Transforming Places - Tower Strategy Update Submit report by the Chief Officer (Housing and Communities) providing an update on the progress with the outcomes in the Tower Strategy. 5 - 12 3 New Housing Supply Programme – Procurement Update Submit report by the Chief Officer (Place) seeking approval to progress procurement arrangements relating to the new build housing programme. 13 - 22 Financial 4 HRA Capital Monitoring Report – 1 April 2025 to 27 February 2026 Submit report by Depute Chief Executive setting out the financial position of the 2025/26 HRA Capital Programmes. 23 - 30 5 Enterprise and Communities – Capital Monitoring Report Submit report by Depute Chief Executive setting out the financial position of the 2025/26 Enterprise and Communities capital programme. 31 - 38 6 Revenue Monitoring Report – Housing Revenue Account Submit report by Depute Chief Executive setting out the financial position of the 2025/26 HRA revenue budget. 39 - 46 7 Revenue Monitoring Report – Enterprise and Communities Submit report by Depute Chief Executive setting out the financial position of the 2025/26 Enterprise and Communities revenue budget. 47 - 60 Contracts Page 3 of 110
Page 4
8 Contract Award for Framework Agreement for Demolition and Deconstruction of High Rise and Low Rise Properties Submit report by Chief Officer (Housing and Communities) seeking approval to award a framework agreement for Demolition and Deconstruction of High- Rise and Low Rise Properties. 61 - 74 9 Contract Award for Framework for Retrofit of Sprinklers and Associated Works including call off Enquiry No.1 Phase 4A - 1 No, Tower Block, Clyde Tower, Motherwell Submit report by the Chief Officer (Housing and Communities) seeking approval to award a framework agreement for Retrofit of Sprinklers and Associated Works. 75 - 86 10 Contract Award for Lanark County Council - Swedish Timbers Full Project Works Package Submit report by the Chief Officer (Housing and Communities) seeking approval to award a contract for Lanark County Council - Swedish Timbers Full Project Works Package. 87 - 96 11 Contract Award for Phase 2 Demolition Engineering Consultancy Services Submit report by the Chief Officer (Housing & Communities) seeking approval to award a contract for Phase 2 Demolition Engineering Consultancy Services. 97 - 106 12 Contracts awarded below Committee approval threshold Submit report by the Chief Officer (Assets and Procurement) advising of the contracts awarded since the last meeting of the Committee. 107 - 110 Page 4 of 110
Page 5
North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref: SL/CB Date 13/05/26 Transforming Places - Tower Strategy Update From Stephen Llewellyn, Chief Officer (Housing and Communities) Email barrca@northlan.gov.uk 1. Background 1.1 Committee will be aware that in 2017 as part of the HRA budget motion, the council announced its intention to commence consultation with stakeholders regarding the potential re-provisioning of its tower estate over the next 25 years, with phase 1 of the re-provisioning programme granted committee approval in May 2018 and activities are progressing well for this phase. Subsequently approval was given at August 2023 Housing Committee for the blocks identified for Phase 2 to be re-provisioned. Significant progress has been made to date on Phase 1 of the programme with several high/low-rise blocks now demolished. Executive Summary The purpose of this report is to update Housing Committee on current progress with the outcomes in the Tower Strategy, which sits within the Transforming Places Programme of Work, and key achievements in the last reporting period. Recommendations It is recommended that Housing Committee: (i) Acknowledge the progress of the tower demolition programme (Ambition) (ii) Acknowledge the progress of the sprinkler installation & fire safety programme (iii) Acknowledge the progress of major refurbishment projects. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth Programme of Work Transforming Places Item 2 Page 5 of 110
Page 6
1.2 Committee will also recall that in February 2018, the council approved proposals to develop and deliver a programme to introduce enhanced fire safety measures within high-rise towers that included retrofitting of sprinkler systems, improved fire compartmentation, emergency lighting and installation of fire doors to properties. 1.3 Following committee approval in 2016 to undertake condition surveys including external cladding assessment, internal fabric condition and structural integrity, the findings were assessed with a strategic approach to remedial action in line with government legislation developed. 2. Report Demolition/Ambition 2.1 Phase 1 of the programme is progressing well. A total of 1550 properties have been vacated. This increases to 1737 when including the additional 187 properties held specifically to support displaced Ukrainian citizens. In addition, 13 properties within the phase 1 blocks remain occupied by pre-existing tenants. A small percentage of the remaining vacant properties in blocks that still contain active tenancies are being used as temporary accommodation to help manage wider housing pressures. A detailed breakdown of the phase 1 position as of March 2026 is provided in Table 1. Table 1 Block Vacant Properties Status Northburn Low-Rise, Airdrie 27 (100%) Complete Holehills, Airdrie 138 (100%) Complete Burnside Court, Coatbridge 44 (100%) Complete Gowkthrapple Low-Rise 304 (100%) Complete Shawhead Low-Rise 176 (100%) Complete Coursington, Allen, Draffen High-Rise 351 (100%) On Site Jackson High-Rise 192 (100%) On Site Allershaw High-rise 70 (100%) On Site Dunbeth High-rise 186 (100%) On Site High Coats High-rise 180 (94%) figure includes those allocated to Displaced Citizens and Temp Accommodation Re-programmed Birkshaw High-rise 69 (99%) figure includes those allocated to Displaced Citizens and Temp Accommodation Re-programmed 2.2 The blocks included in the second phase of the reprovisioning programme were approved at Housing Committee in August 2023. As noted in Table 2 the vacating of the properties in this phase of the works is underway and updates on the progress will be reported to a future committee. The information provided in Table 2 reflects the current programmed running order that the blocks will be demolished in and provides a detailed breakdown of the phase 1 position as of March 2026 is provided in Table 1. Page 6 of 110
Page 7
Table 2 Block Vacant Properties March 2026 Status Low Rise – Maxton Crescent, Wishaw 40 (100%) Vacant Low Rise – Rennie Rd, Kilsyth 49 (83%) Being Vacated Low Rise – Glasgow Road, Wishaw 33 (78%) Being Vacated Low Rise – Greenfield Drive 31 (70%) Being Vacated McClurg Court, Motherwell 30 (54%) Being Vacated Witchwood Court, Coatbridge 46 (55%) Being Vacated Woodside Tower, Motherwell 49 (47%) Being Vacated Glen Tower, Motherwell 43 (41%) Being Vacated Anderson Tower, Motherwell 35 (52%) Being Vacated Oakfield Tower, Motherwell 20 (30%) Being Vacated Low Rise - Glencraig Street, Airdrie 4 (40%) Being Vacated Low Rise - Kippen Street, Airdrie 29 (41%) Being Vacated Low Rise - Kennedy Drive, Airdrie 17 (42%) Being Vacated Albion Tower, Motherwell 18 (27%) Being Vacated Airbles Tower, Motherwell 21 (32%) Being Vacated Whammond Tower, Motherwell 23 (35%) Being Vacated Coursington, Allen, Draffen Towers Demolition 2.4 Demolition of Coursington Allen and Draffen Towers, Motherwell is progressing well on site. The “blowdown” of the three towers took place on 7 December 2025 and the clear up of the site is programmed for completion in June 2026 at which time the site will be handed over to the new supply team for development. Jackson Court Demolition 2.5 Demolition of Jackson Court, Coatbridge is progressing well on site with the tower demolished and foundation works nearing completion in preparation of handover to the new supply team in May 2026. Dunbeth Court Demolition 2.6 The contractor for the demolition of Dunbeth Court, Coatbridge took possession of the site in December 2025. Works are progressing well on site and are on programme to be complete in quarter 2 of 2027/28. Allershaw Tower Demolition Page 7 of 110
Page 8
2.7 The contract for the demolition of Allershaw Tower, Wishaw is progressing well on site with physical deconstruction underway using ultra high reach plant. The deconstruction of the tower is expected to be complete by June 2026, with the project being complete by October 2026 following site clearance. Maxton Crescent, Low Rise Demolition 2.8 Following the discovery of RAAC in four low demand blocks at Maxton Crescent, Wishaw approval was obtained from Housing Committee in February 2025 for the affected blocks to be added to the reprovisioning programme. 2.9 A contract is scheduled for award in May 2026 with commencement on site in early June 2026 for a projected completion in January 2027. Sprinkler / Fire Safety Programme 2.10 The latest Phase 3 to retrofit sprinkler systems in all towers was complete in Febuary 2026 at Elvan and Calder Tower’s, Motherwell. 2.11 The designs for Phase 4 which will take place in Avon and Clyde Tower’s has commenced, in preparation for the works starting in quarter 2, 2026/27. To date 13 sprinkler systems have been retrofitted in the council’s high-rise estate. Further phases, based on two towers having sprinklers installed each year will be delivered in the next five years following approval at February 2026 Housing Committee of the HRA capital plan. This is alongside sprinklers being installed as part of the refurbishment works at Whifflet and Calder Towers noted in section 2.12, meaning that 25 high rise towers have a sprinkler system installations complete by 2031. 2.12 Committee will recall that following the introduction of the Housing (Cladding Remediation) (Scotland) Act 2024, the council was initially allocated up to £4.4 million (now increased to £7.75m to include contributions towards recommended works) to support the delivery of up to 88 Single Building Assessments (SBAs) in June 2025 for residential blocks over 11 metres in height. SBAs are now a statutory requirement under the Act and provide a single, comprehensive assessment of a building’s external wall system, identifying any cladding‑related risks to life and the remedial works needed to address them. 2.13 Further to the funding being allocated, a pilot phase of 10 assessments has commenced and is on schedule to be complete by June 2026. Following completion of the pilot phase and a review of the processes and lessons learned, a further two phases of assessments will be carried out across the remainder of the in-scope blocks. The 36 remaining high‑rise blocks (18m+) within the authority will be assessed through the pilot phase and Phase 1, with all other in‑scope blocks to be assessed in Phase 2. Major Refurbishment Projects 2.14 Concept designs are complete for the works to reclad, refurbish internally and provide additional fire safety and energy efficiency measures at Whifflet and Calder Towers, Coatbridge. While the detailed design is being finalised, enabling works, including removal of the existing cladding, are expected to commence in Q1 2026/27. These enabling works will include investigations and surveys that will confirm and refine the overall programme. Based on current estimates, works on site are expected to continue until Q2 2028/29. Page 8 of 110
Page 9
2.15 A contract for the replacement of lifts in 5 multi storey tower blocks (Woodside, Avon, Calder, Clyde and Elvan) across the authority (totalling 10 lifts) has been awarded and works have commenced on site in Avon and Woodside towers. 3. Measures of success 3.1 The plans contained within this report will help to improve housing conditions and housing choice for our residents which contributes to addressing inequality. 4. Supporting Documentation 4.1 There are no supporting documents with this report. Stephen Llewellyn Chief Officer (Housing & Communities) Page 9 of 110
Page 10
5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Any financial impact of the measures implemented will be contained within the HRA Capital Investment budget and will be drawn down via borrowing/CFCR as required and reported to committee. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Statutory compliance with Building Standards and recent fire safety legislation. 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 Page 10 of 110
Page 11
Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Upgrading of external building fabric to current energy standards. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Reprovisioning of towers and low-rise blocks must be included in regular corporate communications. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Risks are considered, frequently reviewed and recorded on project-specific risk registers. Risks with an inherently high score are escalated to project board/service level. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Page 11 of 110
Page 12
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 12 of 110
Page 13
North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref PH/JS/KS Date 13/05/26 New Housing Supply Programme – Procurement Update From Pamela Humphries, Chief Officer (Place) E-mail James Stevenson, stevensonjam@northlan.gov.uk 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 to the budgets previously approved by the Housing Committee for the following sites, to be procured via a direct award under the Scottish Procurement Alliance H2 New Build Housing Framework: • Hill Street, Caldercruix to McTaggart Construction, up to the value of £6.3m, including contingency allowance. • Dalziel Drive, Motherwell to McTaggart Construction, up to the value of £6.8m, including contingency allowance. 2) Approves the award of a contract procured for the following sites to be procured via a direct award under the Scottish Procurement Alliance H2 New Build Housing Framework: • Conversion of the former Coats House Building, Gartlea Road, Airdrie to affordable housing to Ogilvie Construction procured via a direct award via the Scottish Procurement Alliance H2 framework, up to the value of £6.3m, including contingency allowance. 3) Notes the final contract award values of contracts for the following sites, previously approved by the Housing Committee: • New build social housing at Bank Street, Coatbridge (11 supported + 7 social rent units), awarded to Cruden Partnerships Limited on 20 March 2026 at a value of £4,498,247.00. • New social housing and civic space at Kildonan Street, Coatbridge (43 units), awarded to CCG (Scotland) Ltd on 3 March 2026 at a value of £18,416,705.26. Item 3 Page 13 of 110
Page 14
1. Background 1.1 The council has an approved programme to deliver 6,000 new homes by 2035. The delivery of such a large-scale programme presents several challenges, which include procurement of competent contractors with a track record of delivering new build homes to the Councils standard, within the timescale required and at a competitive cost. To increase the pace of delivery, secure best value and minimise risk to the Council, a range of procurement options have been utilised. 1.2 For each project a bespoke Contract Strategy is undertaken to assess the most appropriate procurement route. These include but are not limited to the use of SPA and Scotland Excel frameworks utilising the direct award and mini comp procedures. 1.3 Within this report, consultancy services for two projects have been identified to be procured via the direct award procedure. For this project, the direct award procedure has been identified as the optimum route to market, as it allows early engagement with contractors leading to economies and efficiencies being achieved in design, risk, early engagement for utilities and programme benefits to be achieved. 2. Report 2.1 In November 2024, the Housing Committee approved the delivery of 25 new homes at Hill Street, Caldercruix with an allocated budget of £6.0m. Although construction cost estimates remain within this amount, rising construction inflation has reduced the contingency level below industry standards for a project of this type. To ensure appropriate risk management and financial resilience, it is proposed that the budget be increased to £6.3m. 2.2 In November 2024, the Housing Committee approved delivery of 27 new homes at Dalziel Drive, Motherwell with an allocated budget of £6.48m. Construction costs are contained within this sum. Since approval, rising construction inflation has reduced the contingency level below industry standards for a project of this type. The design has been amended to incorporate a bespoke bungalow with specialist equipment and hoist systems built-in to meet the needs of a specific client. This change has reduced the overall number of units to 26, as the bungalow replaces mainstream housing. To ensure robust risk management and maintain financial resilience, it is proposed that the project budget be increased to £6.8m 2.3 In February 2024, the Housing Committee approved the inclusion of Gartlea Road, Airdrie, in the New Supply programme, enabling delivery of approximately 28 new flats on the former Coats House site. The development will be procured as a direct award via The Scottish Procurement Alliance H2 Framework to Ogilvie Construction. Approval of the following contract will allow detailed design work to progress: • Gartlea Road, Airdrie to Ogilvie Construction Limited, at the value of £6.3m, including contingency allowance. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth Programme of Work Transforming Places Page 14 of 110
Page 15
The above costs are considered to represent Best Value and, subject to benchmarking against the appropriate framework rates, a final tender price will be agreed and reported to Housing Committee in due course. 2.4 In addition to the sites listed above, work has progressed to award the following contracts following approval at Housing Committee on 18 February 2026: • Bank Street, Coatbridge (11 supported + 7 social rent units), awarded to Cruden Partnerships Limited on 20 March 2026 at a value of £4,498,247.00. • Kildonan Street, Coatbridge (43 units and civic space), awarded to CCG (Scotland) Ltd on 3 March 2026 at a value of £18,416,705.26. 2.5 The projects listed above in sections 2.1 – 2.3 are still in live procurement. Accordingly, the recommendations in this report are for the award of each contract (in accordance with the council’s General Contract Standing Orders) up to the values stated and when they are finalised, outwith the committee cycle. Adopting this approach shall expedite the programme and allow appointed contractors to progress works in a more efficient and effective manner. Additionally, this approach shall also prove beneficial where any pre-construction / enabling works are required whilst also allowing appointed contractors to engage third party companies i.e. utility companies to undertake works required to enable housing construction methods to commence. Should the recommendations within this report be approved, more detailed information on any contract awarded for each site shall be 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. 2.6 The pricing mechanism is a Priced Contract with Activity Schedule offering a good level of cost certainty. However, there are currently no cashable savings attributed to the contract outlined within above at this time. 2.7 The council is committed to maximising the delivery of community benefits. The procurement includes a community benefit requirement; this approach is designed to deliver local community benefits where possible. Given the current stage of the procurement processes for each of the sites listed within this report, there are currently no Community Benefits identified. However, once contracts have been formally awarded, an overview of community benefits committed to by contractors will be reported to Committee. 2.8 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 2.9 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. Page 15 of 110
Page 16
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 16 of 110
Page 17
5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The new build programme includes measures that will help reduce inequalities of outcome through certain design features including: • Housing for Varying Needs to make homes as accessible as possible. • Secure by Design to make homes and the surrounding environment as safe and secure as possible. • Achieving the Scottish Government requirements for Greener Homes to • reduce the incidence of fuel Poverty. • Facilitating improved access to high-speed internet capabilities including installation of ‘fibre to the property’. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The funding for projects referred to in this report can be met from the Council’s Housing Revenue Account budget for the New Supply Programme. Funding from the General Services account is required for the non residential element of the Kildonan Street project. Grant support is also provided by the Scottish Government. The costs associated with contract delivery will be contained within the HRA New Supply capital programme. Grant funding for new build is £110,780 per unit, based on a 3-person equivalent inclusive of grant funding for increased quality measures and renewables. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 17 of 110
Page 18
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 18 of 110
Page 19
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 19 of 110
Page 20
Appendix 1 – Summary of Contracts Awarded Contract Ref NLC-SLP-24-123 Title Contractor Design and Construction of New Build Social Housing at Bank Street, Coatbridge Classification Works Competition Governance by Value Overarching Framework Agreements terms and condition in accordance with the Council’s General Contract Standing Orders Procurement Route Direct Award from a Third-Party Framework Agreement No. of Framework Contractors 1 Award Details Contract Award Date 20 March 2026 Awarded Value £4,498,247.00 Contract Duration 15 Months Contractor Name Cruden Partnerships Ltd Contractor Size Large Contractor Location Edinburgh Payment of Living Wage? Yes Living Wage Accredited? Yes Community Benefits Committed 1 x School Mentoring Programme 1 x Career Event (In person) 2 x Workplace Visit 1 x Work Experience Summer Placement (Paid) 2 x Primary School Engagement (Mini Careers Event for P6/P7) 1 x Supply Chain Briefing 1 x Community Hub Request – Non-Financial Benefit Page 20 of 110
Page 21
Contract Ref NLC-SLP-24-112 Title Conversion of Kildonan Street Municipal Buildings to Social Housing and Civic accommodation Classification Works Competition Governance by Value Overarching Framework Agreement's terms and condition in accordance with the Council’s General Contract Standing Orders Procurement Route Mini Competition from a Third-Party Framework Agreement No. of Framework Contractors 4 Award Details Contract Award Date 03 March 2026 Awarded Value £18,416,705.26 Contract Duration 24 months Contractor Name CCG (Scotland) Limited Contractor Size Large Contractor Location Glasgow Payment of Living Wage? Yes Living Wage Accredited? No Community Benefits Committed 2 x New Employee - Full Time Job (from Priority Group) 2 x Apprentice New Start – Full Time (from Priority Group) 4 x Work Experience Placement – Foundation Apprenticeship 4 x Career Event (In Person) 2 x Workplace Visit 2 x Work Experience Summer Placement (Paid) 2 x Primary School Engagement (Mini Careers Event for P6/P7) 2 x Career Event (Virtual) e.g. (Scottish Apprenticeship Week) Page 21 of 110
Page 22
1 x Supply Chain Briefing 1 x Supply Chain Initiative 30 x Community Hub Request – Financial Benefit (Min £100 per 2 points) 10 x Community Hub Request – Non Financial Benefit (Min 2 Hours per 2 points) Page 22 of 110
Page 23
North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref GT/VR Date 13/05/26 HRA Capital Monitoring Report – 1 April 2025 to 27 February 2026 From Andrew McPherson, Depute Chief Executive E-mail Robertsv@northlan.gov.uk Executive Summary This report reviews progress against the 2025/26 HRA capital programme. Overall, the HRA Capital programme in anticipating an overspend of £1.727m. The Strategic Capital Delivery Group approved a reprofiling request on 29 January 2026 for the Mainstream programme, reallocating £2.500m of planned expenditure to the subsequent five-year programme. The current-year programme remains on target, with full spend anticipated. The New Supply programmes are projecting an overspend of £1.727m, primarily due to an anticipated increase of in-year acquisitions within the Buy-Back programmes. This is partially offset by an underspend in the New Build programme resulting from changes to the sequence of works and delays associated with required safety alterations to ensure compliance with fire guidance following recent wildfires in the area. An over-recovery of income is anticipated due to additional external funding awarded during the year, along with an increased revenue contribution to take advantage of more favourable interest rates on revenue balances. As a result, the borrowing requirement for the HRA Capital programme is expected to reduce by £14.518m. 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 4 Page 23 of 110
Page 24
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 (SCDG) in January 2026, the Mainstream programme has been revised to realign £2.500m to future years. The revised programme of £83.730m 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. Page 24 of 110
Page 25
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 2025. 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 12, £83.730m (100% of the working capital programme) has been legally committed, with £63.815m spent (76% of the working capital programme). 2.4 The required borrowing has decreased following Scottish Government’s award of £4.661m in Single Building Assessment (SBA) funding to North Lanarkshire Council. 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 an underspend of £1.939m resulting from changes to the sequence of works and delays associated with required safety alterations to ensure compliance with fire guidance following recent wildfires in the area, with a reduction in the borrowing requirement of £7.432m due to increased external grant availability. 2.6 As at period 12, £39.980m is legally committed (95% of the targeted spend) with £27.725m spent (66%). 2.7 There are currently nine 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; and 4 Town Centre Sites, Wishaw. 2.8 During the period, construction began on the 4 Town Centre Sites project in Wishaw. Works at King Street are now underway, with Graham Street, Kings House and Caledonian Road scheduled to begin during 2026. 2.9 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, 370 homes are under construction, with a total of 1 home expected to complete during 2025/26. 2.10 Sites have been identified and approved at Committee for a further 1,321 homes across 44 sites, with site investigations, title checks and design development on these sites progressing. 2.11 The Council has appointed contractors and consultants who are progressing layouts and designs for several sites, with site investigations underway. 2.12 A Scottish Government grant contribution of £24.205m 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 2.13 A summary of projected outturn spend on the Council Buy Back Schemes is also contained within Appendix 2. Projected spend currently totals £15.663m collectively Page 25 of 110
Page 26
between the Council buy back schemes, £15.424m 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 £3.666m. This is funded by Scottish Government Funding, Prudential Borrowing, Capital Funded from Current Revenue (CFCR) and Subsidy Income. 2.14 Excluding Mortgage to Rent (MTR), 114 properties have been brought back into use as affordable housing in 2025/26. It is now anticipated that acquisition of an additional 14 properties could be achieved within the current financial year resulting in an additional spend of £4.330m. 2.15 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. 2.16 Property values are, on average, 4.75% higher than originally forecast, resulting in additional expenditure of £0.426m. These variations reflect normal fluctuations linked to the size and location of the properties being purchased. Repair costs are also projected to be around 10% 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. 2.17 A Scottish Government grant contribution of £6.242m 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. 2.18 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 12 Appendix 2 – 2025/26 HRA Capital Programme – New Build / Council Buy Back Scheme Budget Monitoring Period 12 Andrew McPherson Depute Chief Executive Page 26 of 110
Page 27
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? Page 27 of 110
Page 28
Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? All activities undertaken by the Council are subject to risk, and in acknowledging the Council’s approved Risk Management Strategy, Services managed these as part of their overall corporate and service planning processes. The current economic climate, in particular, has the potential to impact upon the Council’s ability to provide quality services within the approved budget levels. To reduce other financial risks, this report was prepared by service based Finance personnel in consultation with budget managers, in accordance with the Financial Regulations 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 28 of 110
Page 29
Appendix 1 Page 29 of 110
Page 30
Appendix 2 Page 30 of 110
Page 31
North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref VR/JM Date 13/05/26 Enterprise and Communities – Capital Monitoring Report From Andrew McPherson, Depute Chief Executive E-mail RobertsV@northlan.gov.uk Executive Summary This report highlights the financial performance of 2025/26 Enterprise and Communities capital programme for the period ended 27 February 2026 (Period 12). In summary the Service has a total capital budget of £170.994m. As at Period 12 the Service is forecasting to be £8.769m 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 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 5 Page 31 of 110
Page 32
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 £7.850m 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. £2.297m Council funding has been moved to a future year to ensure the Infrastructure and Transportation are maximising the new external funding that has only been confirmed in the last quarter. This results in a revised working capital budget of £170.994m. 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 £8.751m lower than the current year programme. Capital budgets and expenditure are summarised into Project/Themes (see Appendix 1). Assets & Procurement (£4.319m less than budget) 2.2 The ASN theme is projecting £1.468m 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 (£0.266m underspend). Cost information is still awaited; therefore the works are not expected to proceed within the current financial year. • Carnbroe Construction (£0.276m 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 (£0.471m 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 £1.283m is anticipated, in relation to: Page 32 of 110
Page 33
• Toilet upgrades (£0.131m underspend) due to works at St Gerards now not expected to commence until the summer break of 2026. • Re-wiring projects (£0.171m underspend) due to Glencryan Primary School rewire where costs were less than initially anticipated. • Re-roofing (£0.951m underspend) due to various projects. Shotts Community Centre (£0.200m), Morningside Primary School (£0.494m) and St Margarets High School P.E Roof (£0.120m) now expected to commence in 2026/27. • Holycross Primary School windows (£0.475m underspend) where the scope of works remains under review and not anticipated to commence until the summer break of 2026. • Ground Structural works at Old Monkland Primary School (£0.117m underspend) as the scope of works is yet to be finalised due to the specialist nature of the job with work now expected to take place in 26/27. • Edward Lawson Centre outdoor works (£0.434m overspend). Additional unidentified works were required to support the operation of the centre and the opening. Within Office Reconfiguration, a projected underspend of £0.125m is attributable to the civic centre lift replacement project, where the contract is now awarded and the lift car has been purchased with works spanning into 2026/27. Within Curriculum Development, a projected underspend of £0.304m is mainly due to the PE changing and flooring project at Brannock High School (£0.155m). Works began in February 2026 with the project continuing into 2026/27. Within the Sustainable Estate theme, a projected underspend of £0.623m 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 £0.156m within the Targeted Investment theme, due to the Chapelside Primary School toilets project (£0.158m underspend). The expected start date for the project is the end of the current financial year therefore extending into 2026/27 for completion. The John Smith Pool project is currently showing an underspend of £0.250m in the current financial year. The works are currently underway, and the pool is on target to open for April 2026, with some works taking place early 2026/27. The Time Capsule project is currently showing an overspend of £0.145m due to works progressing ahead of schedule. Within the Future Capital Receipts Investment theme there is a projected underspend of £0.336m primarily due to the Palacerigg Community Growth Area project where works will now continue into 2026/27. Town & Community Hubs (£2.250m less than budget) 2.3 Within the Town & Community Hubs programme, a projected variance of £2.250m is mainly attributable to: • Chryston High School extension project is forecasting an in year variance of £1.422m, driven by the need to re-sequence works following programme challenges and prolonged wet weather. • St Kevin’s Community Hub is projecting an in year variance of £0.909m due delays to utility connections (water and electricity). Hub South-West are advising of a handover date in early April 2026. • Gartcosh Community Hub is projecting an in year variance of £0.197m due to delays caused by persistent wet weather on site. Page 33 of 110
Page 34
• Glenboig Community Hub is forecasting an in year variance of £0.290m this is due to a delay in the tender process in relation to additional Cyber Security requirements. • St Stephen’s Community Hub is forecasting an in year variance of £0.461m as works are showing two weeks ahead of schedule. • Orbiston Community Hub is projecting an in year variance of £0.382m due to asbestos works progressing more quickly than originally anticipated. Community Operations (£2.738m less than budget) 2.4 Within the Roads and Street lighting / Asset management theme there is a variance of £2.911m 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 and lighting column replacement works. Slippage in relation to Road Signage works (£0.241m) 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 (£0.374m) to alleviate revenue budget pressures on external hires this is offset in year by works to the office area within Fleet Workshop (£0.259m) which are now expected to take place in 2026/27. The Greenspace and Cemeteries theme is projecting to be £0.369m higher than budget this financial year. This variance is mainly in relation to: • Pather Cemetery (£0.466m). The outcome from this project will be the creation of a brand new cemetery with overall project completion anticipated in Summer 2026, with scope for future expansion to serve the community of Pather and beyond from 2026 and many years to come involving a significant increase in burial capacity in the area, onsite car parking, internal road infrastructure, creation of a visitor building and a sophisticated SUDs system. In such a large and complex civil engineering project difficult ground conditions have had to be managed resulting in additional sub structure materials being required. Design changes to both hard landscaping and the visitors building are also being carried out in particular the sourcing of specialist roofing elements, such as glulam beams and roof finish material. • Coltswood Cemetery £0.342m acceleration due to urgent need for burial space. • Tree Asset Management (£0.356m lower than budget) due to internal resourcing issues • Parks Master plan (£0.234m 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 £0.227m 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. There is also a projected overspend of £0.127m with the Contaminated Land budget in relation to ongoing works in the aftermath of the damage following the fire at Burleigh Street. Page 34 of 110
Page 35
Place (£0.538m more than budget) 2.5 Under the Enterprise Projects 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 (£0.045m) which have partially offset overspends within the East Airdrie Link Road project to reflect contractor profiled spend (£194m) and a compensation event at Eurocentral Strategic Active Travel (£0.036m). An overspend is being projected within Economic Regeneration (£0.851m) 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 £0.118m due to staffing vacancies (£0.279m). This is partially offset by overspends elsewhere in the programme including additional works identified at the Gartlea Roadworks site and progression of the targeted watercourse clearance. As at Period 12, 12% of programme expenditure remained uncommitted due to delays in securing confirmation of additional external funding. Work is progressing to finalise contracts and begin delivery, with the service reporting minimal associated risk. 2.6 It is also worth noting that with continuing increases in the cost of delivering capital programmes all service areas continue to face significant challenges managing the delivery of capital programmes within the available envelope of resources. The Service will continue to seek to manage within existing resources. 3. Measures of success 3.1 The Service aim is to be in a balanced budget position at financial year-end. 4. Supporting documentation 4.1 Appendix 1 Summary Expenditure by Project/Theme 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 Page 35 of 110
Page 36
Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Service aims to operate within approved funding levels and utilise budget virements to support emerging issues and mitigate variances across budget heads. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 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 36 of 110
Page 37
5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? All activities undertaken by the Council are subject to risk, and in acknowledging the Council’s approved Risk Management Strategy, Services managed these as part of their overall corporate and service planning processes. The current economic climate, in particular, has the potential to impact upon the Council’s ability to provide quality services within approved budget levels. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 37 of 110
Page 38
Appendix 1 Enterprise & Communities Capital Programme 2025/26 Theme Expenditure Summary 1st April 2025 - 27th February 2026 (PERIOD 12) 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 9,385,992 6,952,745 7,959,886 143,222 8,103,108 1,282,884 Targeted Investment MEA 4,957,184 3,172,241 4,730,099 71,342 4,801,441 155,743 Carbon Management 1,554,476 959,103 1,526,735 0 1,526,735 27,741 Office Accommodation 1,065,718 694,541 941,204 0 941,204 124,514 Health & Wellbeing & Digital Classrooms 150,759 155,347 155,347 0 155,347 (4,588) Rationalisation including ASN & Social Work 5,488,855 3,579,186 4,015,975 5,327 4,021,302 1,467,553 Curriculum Development 555,908 243,343 241,664 10,000 251,664 304,244 Sustainable Estate 902,148 163,489 279,489 0 279,489 622,659 Outdoor Education and Outdoor Spaces 603,870 594,085 630,007 0 630,007 (26,137) Future Capital Receipts Investments 957,879 323,152 612,187 10,000 622,187 335,692 Design Fees 1,773,185 1,627,169 1,762,766 0 1,762,766 10,419 1140 Early Learning and Childcare Expansion 116,000 116,235 116,235 0 116,235 (235) Water Quality 113,653 108,104 108,345 5,308 113,653 0 Demolitions 3,215,617 2,529,406 3,143,677 53,915 3,197,592 18,025 TOTAL ASSET & PROCUREMENT 30,841,244 21,218,147 26,223,617 299,114 26,522,731 4,318,514 TOWN AND COMMUNITY HUBS Town and Community Hubs 78,772,581 64,057,951 76,487,211 35,000 76,522,211 2,250,370 TOTAL TOWN AND COMMUNITY HUBS 78,772,581 64,057,951 76,487,211 35,000 76,522,211 2,250,370 COMMUNITY OPERATIONS Operational and Infrastructure Development 7,720,031 5,197,381 7,448,083 410,130 7,858,213 (138,182) Greenspace and Cemeteries 3,704,153 3,188,941 4,051,705 21,570 4,073,275 (369,122) Greenspace Climate Resilience and Wellbeing 510,083 110,133 282,153 1,080 283,233 226,850 Parks Master Plan (including Strathclyde Park Watersports Centre Redevelopment) 1,864,846 1,100,175 1,622,398 7,992 1,630,390 234,456 Roads and Street Lighting/Asset Mgt 17,914,097 12,340,849 14,454,869 547,560 15,002,430 2,911,667 Contaminated Land and Resilience 777,922 794,750 859,024 46,000 905,024 (127,102) TOTAL COMMUNITY OPERATIONS 32,491,132 22,732,228 28,718,232 1,034,332 29,752,564 2,738,567 PLACE Economic Regeneration 9,104,637 8,773,628 9,837,402 118,111 9,955,513 (850,876) City Deal 6,964,191 6,275,656 6,725,264 44,624 6,769,888 194,303 Enterprise Projects 310,663 84,310 266,795 43,868 310,663 0 Infrastructure & Transportation Improvements 12,509,882 7,287,907 10,837,850 1,553,458 12,391,307 118,575 TOTAL PLACE 28,889,373 22,421,501 27,667,310 1,760,061 29,427,371 (537,998) TOTAL ENTERPRISE & COMMUNITIES 170,994,330 130,429,827 159,096,370 3,128,507 162,224,877 8,769,453 YTD OUTTURN Page 38 of 110
Page 39
North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref SL/VR Date 13/05/26 Revenue Monitoring Report – Housing Revenue Account From Andrew McPherson, Depute Chief Executive E-mail robertsv@northlan.gov.uk 1. Background 1.1 The Council approved its Housing Revenue Account budget of £186m on 19 December 2024. 1.2 The Financial Regulations require Services to remain within their approved budgetary provision, and to report all significant deviations – defined as the higher of £100,000 or 5% - within their budget monitoring reports. Where significant deviations are identified, Executive Summary This report provides a summary of the Housing Revenue Account financial performance for the period 1 April 2025 to 27 February 2026 (Period 12). 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 £0.165m for the financial year. In setting the 2025/26 budget, savings of £1.050m were approved which have been incorporated within the budget. It is currently anticipated that these savings will be fully delivered by the end of the financial year. Recommendations It is recommended that the Housing Committee: (1) Acknowledges the financial position of the 2025/26 HRA revenue budget. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (25) Ensure intelligent use of data and information to support fully evidence based decision making and future planning Programme of Work Statutory / corporate / service requirement Item 6 Page 39 of 110
Page 40
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 £0.165m for the financial year. Analysis of Significant Variances 2.2 An underspend of £0.350m is anticipated within employee costs due the current level of vacancies across the Service. 2.3 An underspend of £0.754m is reported within Property Costs. This reflects a projected underspend in repairs (£1.020m) and efficiencies achieved in close cleaning (£0.220m). This underspends are partially offset by increased costs associated with ground maintenance (£0.240m), increased charges in relation to Council Tax on empty properties (£0.126m) and increased demand for wheeled bins (£0.120m). 2.4 An overspend of £0.150m is projected within Supplies & Services as a result of increased IT charges. 2.5 An overspend of £0.072m is projected within Transport & Plant costs in association with increased vehicle hire costs. 2.6 An underspend of £1.040m is anticipated within Administration costs following a reassessment of the provision for expected future credit losses (£0.850m). 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 (£0.100m) and sheriff officer fees (£0.090m). 2.7 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. 2.8 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 30%. In order to maximise the benefit of the over-recovery of income and underspends identified within this report, the Service have made an additional contribution of £3.607m 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. 2.9 An over-recovery of £0.120m is projected within Rents which reflects the current planned running order of the Tower Reprovisioning programme phase 2. 2.10 An over-recovery of income of £1.196m is anticipated as a result of increased interest on revenue balances. Page 40 of 110
Page 41
Risk and Uncertainty 2.11 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 2.12 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 2.13 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 Appendix 2 Earmarked Reserves / Balance Sheet Provisions Andrew McPherson Depute Chief Executive Page 41 of 110
Page 42
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 42 of 110
Page 43
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 43 of 110
Page 44
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 44 of 110
Page 45
Appendix 1 FINANCIAL MONITORING REPORT 01 April 2025 to 27 FEBRUARY 2026 (Period 12) COMMITTEE: HOUSING CATEGORY ANNUAL PROJECTED ANALYSIS BUDGET OUTTURN % (1) (5) (6) (8) (9) (10) £ £ EMPLOYEE COSTS 33,674,911 33,324,911 350,000 FAV 1.0% 350,000 Underspend due to vacancies and turnover savings PROPERTY COSTS 71,058,005 70,304,005 754,000 FAV 1.1% 754,000 Underspends within repairs and close cleaning, partially offset by overspends within ground maintenance, wheeled bins and council tax on empty properties SUPPLIES & SERVICES 881,520 1,031,520 (150,000) ADV (17.0)% (150,000) Overspends in relation to increased IT costs TRANSPORT & PLANT 443,000 515,000 (72,000) ADV (16.3)% (72,000) Overspend due to vehicle hire costs ADMINISTRATION COSTS 5,918,604 4,878,604 1,040,000 FAV 17.6% 1,040,000 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 26,762,260 (3,607,000) ADV (15.6)% (3,607,000) Oversend in CFCR due to additional buy backs OTHER COSTS 2,298,032 2,298,032 0 - 0.0% 0 Balanced budget TOTAL EXPENDITURE 186,499,816 187,650,816 (1,151,000) ADV (0.6)% (1,151,000) OTHER GRANTS 0 0 0 - 0.0% 0 Balanced Budget FEES AND CHARGES 9,866,314 9,866,314 0 - 0.0% 0 Balanced Budget RENTS 176,008,512 176,128,512 120,000 FAV 0.1% 120,000 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 186,499,816 187,815,816 1,316,000 FAV 0.7% 1,316,000 NET EXPENDITURE 0 (165,000) 165,000 FAV 165,000 FAV = Favourable variation, underspend etc 362,119 ADV = Adverse variation, overspend, income under-recovery etc PROJECTED OUTTURN PERIOD MOVEMENTVARIANCE (7) Page 45 of 110
Page 46
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 49,489 89.2% 409,511 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 13,156,293 164,843 98.7% 12,991,450 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 22,159,293 164,843 99.3% 21,994,450 PROJECTED OUTTURN North Lanarkshire Council Housing Revenue Account - Earmarked Reserves 01 April 2025 to 27 FEBRUARY 2026 (Period 12) Page 46 of 110
Page 47
North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref: VR/JMcG Date 13/05/26 Revenue Monitoring Report – Enterprise and Communities From Andrew McPherson, Depute Chief Executive E-mail robertsv@northlan.gov.uk 1. Background 1.1 The Council’s approved Financial Regulations require services to remain within their approved budgetary provision, and to report all significant deviations – defined as the higher of £100,000 or 5% - within their budget monitoring reports. Where significant 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 27 February 2026 (Period 12) 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 are currently forecasting an underspend of £1.394m mainly as a result of employee vacancies in the financial year. Recommendations It is recommended that Housing Committee: (1) Acknowledges the financial position of the 2025/26 Enterprise and Communities revenue budget. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (25) Ensure intelligent use of data and information to support fully evidence based decision making and future planning Item 7 Page 47 of 110
Page 48
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. Since then, three budget realignments have been reflected: the transfer of the Schools Contract and Provision Team from Education and Families (£0.348m), the fleet budget (£0.039m), and the transfer of Modern Apprentice funding (£0.037m) from Chief Executives. In addition, adjustments have been made to reflect a £20m movement from Revenue Grant to Capital Grant, the allocation of budget for the pay award (£6.556m), and Scottish Government redetermination funding (£0.337m). These revisions result in a revised Net Revenue Budget for the Service of £219.039m. 2.2. Enterprise and Communities are forecasting an underspend of £1.394m mainly in relation to employee vacancies. 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 As at Period 12, the Enterprise and Communities service is forecasting an underspend of £1.394m. This position reflects a range of offsetting variances across the individual divisions, which are outlined in more detail below. 2.5.1 Assets and Procurement (£0.283m) Assets and Procurement is projecting an overspend of £0.283m, this position reflects, an overspend associated with property portfolio costs and from the use of external advisors (£0.692m) which are partly offset by net employee vacancies of £0.314m. 2.5.2 Community Operations (£1.342m) Community Operations is projecting an underspend of £1.342m across the division. Due to the significant size of this division an objective breakdown is provided: Waste Operations are currently forecasting an overspend of £0.955m. This is largely due to higher projected spend on waste tonnage disposal costs (£1.582m) in relation to higher charge rate and tonnage volume for HWRC waste (£1.405m) where the sites have been busier than normal with van bookings and charity vans. Furthermore, 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 an increase in spend of repairs/maintenance £0.139m offset by an underspend in printing administration expenses of £0.118m. However, Waste operations are reporting an over recovery of income from the sale of garden waste bin permits due to demand levels being higher Page 48 of 110
Page 49
than anticipated (£0.735m) this is partially offset by a reduction in Special Uplift income (£0.127m) where the demand for this service has reduced. Also offsetting the overall overspend is employee costs, which are currently forecasted to underspend by £2.354m due to vacancies. To mitigate the vacancy levels, both overtime and agency has been used, resulting in increased spend of £1.519m and £0.528m respectively. Land Management is projecting an overall underspend of £1.959m. Following the same restructure with Waste Operations and ongoing recruitment there are currently vacancy savings projected of £1.702m, partly offset by increased overtime (£0.362m). There is also an underspend anticipated in relation to a reduction of waste tonnage disposal costs (£0.412m). Furthermore, there was an additional £0.150m of income received in relation to the Land and Housing project. Built Environment are projecting an over recovery of £0.856m projected, largely through an over-recovery of Building Control fee’s income (£0.818m) due to higher demand levels in the year. Fleet service projects an overspend of £0.533m, mainly from external hires (£0.572m), outsourcing (£0.478m), IT costs (£0.141m), property costs (£0.129m), offset by employee cost due to vacancies (£0.433m), over recovery in income (£0.298m) and fuel savings (£0.260m). This has been partly caused by a timing delay in transferring to the new fleet workshop at Bellshill, and recruitment of staff. Measures continue to be taken to minimise these financial pressures. A reserve of £1.000 million is available to support this, of which £0.450 million is currently being utilised. The remaining balance will be carried forward. In addition, there is a projected overspend reported within School Transport of £1.063m which covers both Mainstream and ASN transport. For this financial year, these costs are being met from an earmarked reserve. Roads are forecasting £0.268m of vacancy savings and an over recovery in income (£0.056m). Greenspace and Country Parks are projecting an overspend £0.100m, mainly due to under recovery of cemetery income £0.274m, offset by an underspend in employee costs £0.180m and minor underspends in other areas. Facility Support services are projecting an underspend of £0.263m at this stage in the year due to employee cost underspends in Building Cleaning (£0.075m). An underspend of £0.204m within Catering due to underspends within supplies (£0.306m) offset by employee costs (£0.119m) Within community facilities there is an overspend of (£0.015m) due to additional employee costs within cleaning offset by reduced property costs. Active and Creative Communities functions are projected to underspend by £1.119m Within this projection there is an underspend £0.876m forecast for 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 £0.128m for running costs of the half marathon event. Leisure pay as you go income is forecast to be £0.596m over recovered. Membership income is also forecast to be over recovered by £0.156m. Page 49 of 110
Page 50
2.5.3 Place (£0.016m variance) A projected underspend of £0.016m is currently forecast within the Place division. This is primarily attributable to staffing vacancies and a number of smaller underspends, including reduced training requirements within the financial year and the utilisation of regeneration property budget. These underspends are offset by a net under-recovery of parking income. 2.5.4 Housing Management (£0.807m variance) An underspend of £0.807m is currently being projected within the Housing Management Division. This is primarily driven by savings attributed to the Service re- design affecting the First Stop Shops (£0.467m), an over-recovery of income within Homelessness due to reduced void levels, and vacancy-related underspends across the programme (£0.347m). These favourable variances are partially offset by an anticipated overspend within Stair Close Lighting (£0.246m) due to contract inflation. 2.5.5 Included within the reported outturn is the Council’s trading services. For 2025/26 the Council approved a surplus budget of £0.365m. 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 12 the Trading Accounts are projecting an under recovery on the income target of £0.487m which is mainly due to a reduction in customer demand for the Waste Trading activity. 2.5.6 Payments to other bodies are detailed in Appendix 3. This expenditure category has a total budget of £18.828m and is currently anticipated to be £0.723m overspent. This is mainly due to increased agency costs within Waste and Fleet to cover key staff vacancies and also Pest control sub-contractor costs. Earmarked and One-off Reserves 2.6 Enterprise and Communities was given approval to earmark £17.413m of resources during the completion of the 2024/25 annual accounts and a further £0.286m has been allocated from the Councils Innovation / Strategic Workforce fund and a balance of £0.044m transferred in relation to School Transport Contract Team costs. At Period 12, £6.045m of the reserve balance will be utilised in 2025/26, with the remaining balance of £11.698m required for the original purpose in future years. Appendix 4 details the individual Earmarked Reserves. 2.7 In addition, the Council has received £8.969m for Extended Producer Responsibility (EPR) grant funding for 2025/26. Of this, £2.996m is planned for use in the current financial year, with the remaining £5.973m 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 approved 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 efficiency, and address emerging risks within future service delivery, including those relating to Persistent Organic Pollutants (POPs) and the introduction of the Emissions Page 50 of 110
Page 51
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 2.8 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 2.9 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 2.10 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 51 of 110
Page 52
5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Service continues to curtail non-essential expenditure and take management action to minimise the impact of cost pressures on the Council’s overall financial position. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 52 of 110
Page 53
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 53 of 110
Page 54
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 54 of 110
Page 55
APPENDIX 1 DIVISION OF SERVICE ANNUAL BUDGET PROJECTED OUT-TURN % PERIOD MOVEMENT SINCE ANALYSIS P10 [1] [2] [3] [4] [5] [6] [7] £ £ £ Assets & Procurement 21,301,732 21,585,036 (283,304) (1.3%) (297,407) Overspend in Asset Mgt due to additional costs associated with the property portfolio. Employee vacancies offset by use of external advisers Community Operations 182,191,704 180,849,756 1,341,948 0.7% 1,559,882 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. Over recovery with building control fees. Underspends in land management from employee vacancies and tonnage slightly offset by increased income from the land/housing project. 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). Also overspend in Waste repairs/maintenance but underspends in printing expenditure. Under recovery 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 6,472,506 5,665,700 806,806 12.5% 515,553 Implementation of a service re-design affecting the First Stop Shops. This is supplemented by vacancy underspends,savings from temporary accomodation, partially offset by an overspend on Stair Close Lighting, due to significant contract inflation. Place 9,439,414 9,423,273 16,141 0.2% (307,148) Net vacancies partially offset by an under-recovery of parking income Trading (365,884) 121,703 (487,587) 133.3% (76,876) Under recovery in Trade waste income. NET EXPENDITURE 219,039,472 217,645,468 1,394,004 0.6% 1,394,004 NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Objective Analysis Period 12 (01 April - 27 February 2026) Enterprise & Communities FINAL OUT-TURN VARIANCE Page 55 of 110
Page 56
APPENDIX 2 [1] [2] [3] [5] [6] [7] £ £ £ EMPLOYEE COSTS 140,039,718 135,814,943 4,224,775 FAV 3.0% 536,293 Vacancy savings partly offset by increased overtime and turnover. PROPERTY COSTS 60,111,247 61,568,951 (1,457,704) ADV (2.4%) 24,202 Overspends on electricity, stair & close lighting, repairs and waste tonnage expenses. These are partly offset by underspends on alarms/security and gas. SUPPLIES & SERVICES 23,824,009 24,295,880 (471,872) ADV (2.0%) (34,115) Overspends on ICT costs. TRANSPORT & PLANT 29,323,961 30,223,031 (899,071) ADV (3.1%) 139,368 Overspends on contract work and tyres, partly offset by underspends on Fleet consumables. ADMINISTRATION COSTS 14,764,200 14,590,605 173,595 FAV 1.2% 71,932 Underspends on general admin costs including external printing and office supplies, partly offset by overspends on professional fees and PVG applications. PAYMENTS TO OTHER BODIES 18,827,847 19,550,514 (722,667) ADV (3.8%) 83,461 See Appendix 3 TRANSFER PAYMENTS 50,000 50,000 0 0.0% 0 Balanced budget. CAPITAL FINANCING COSTS 44,693,458 44,935,852 (242,394) ADV (0.5%) (50,481) Increased CFCR to Summerlee funded by Culture vacancies and increased Leisure income. OTHER EXPENDITURE 9,151,625 9,152,761 (1,136) ADV (0.0%) 37,762 Overspend on miscellaneous expenditure. TOTAL EXPENDITURE 340,786,063 340,182,537 603,526 FAV 0.2% 808,422 INCOME 121,746,591 122,537,069 790,478 FAV 0.7% 585,583 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 219,039,472 217,645,468 1,394,004 0.6% 1,394,004 % ANALYSIS PERIOD MOVEMENT SINCE P10 NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Subjective Analysis Period 12 (01 April - 27 February 2026) Enterprise & Communities CATEGORY ANNUAL BUDGET PROJECTED OUT-TURN FINAL OUT-TURN VARIANCE [4] Page 56 of 110
Page 57
APPENDIX 3 [1] [2] [3] [5] [6] [7] £ £ £ £ ROADS MAINTENANCE CONTRACTOR 13,238,174 13,228,176 9,998 FAV 0.1% 11,258 Minor variance. BUSINESS SUPPORT GRANTS 460,341 459,344 997 FAV 0.2% 0 Minor variance. HOMELESS SUPPORT FEES 1,406,343 1,406,343 0 0.0% 0 Balanced budget. PAYMENTS TO OTHER BODIES - GENERAL 1,617,330 1,544,392 72,937 FAV 4.5% 42,713 Minor variance. PAYMENTS TO CONTRACTORS - ROADS & INFRA 1,085,037 983,679 101,358 FAV 9.3% 63,064 Underspend due to variable costs in line with a reduction to the projected volume of parking tickets. SUB-CONTRACTOR PAYMENTS 204,488 332,709 (128,221) ADV (62.7%) (26,048) Overspend in pest control. AGENCY FEES 382,802 1,162,538 (779,736) ADV (203.7%) (37,116) 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 18,827,847 19,550,514 (722,667) ADV (3.8%) 53,871 CATEGORY ANNUAL BUDGET PROJECTED OUT-TURN PROJECTED OUT-TURN VARIANCE % NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Payments to Other Bodies Period 12 (01 April - 27 February 2026) Enterprise & Communities ANALYSIS [4] PERIOD MOVEMENT SINCE P10 Page 57 of 110
Page 58
APPENDIX 4 Value % Local Heat and Energy Efficiency Funding 45 30 75 38 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 0 224 190 224 100.0% 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 30 30 100.0% 0 0 30 Maintenance of renewable heating systems Repairs 1,000 0 1,000 500 500 50.0% 500 0 500 Additional CRA requirements Winter Reserve 1,500 0 1,500 0 0 0.0% 1,500 0 0 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 370 426 796 342 370 46.5% 0 0 370 Additional costs for impact of changing premium and excess levels Contingency for Fleet pressures 1,000 0 1,000 0 450 45.0% 550 0 450 Contingency for increased fleet pressures Home to School Transport 1,545 0 1,545 1,108 1,108 71.7% 437 0 1,108 Home to School Transport Service Developments - Ash Dieback 397 0 397 294 397 100.0% 0 0 397 Works associated with removing ashdieback Greenspace Grants 84 191 275 37 84 30.6% 0 0 84 Grants carried forward. Strathclyde Park Loss of income/costs 150 370 520 11 36 6.9% 114 0 36 Strathclyde Park Loss of income/costs Service Development - Cemeteries Bothies 195 0 195 77 195 100.0% 0 0 195 Funding for works in cemetery bothies Innovation Fund Digitisation 76 57 133 25 64 48.3% 12 0 64 Cemetery Records Digitisation Recover NL - Protective Services 53 31 84 39 39 46.0% 14 0 39 Environmental Improvements Private Sector Grants to Owner Occupiers 129 0 129 24 24 18.7% 105 0 24 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 82 281 196 199 70.9% 0 0 199 Grant carried forward Culture Grants 180 12 192 108 180 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 0 683 328 683 100.0% 0 0 683 Rapid Rehousing programme to tackle homelessness Homelessness Surplus 0 995 995 0 0 0.0% 0 0 0 Increases in homelessness presentations HEEPS 20 571 591 0 20 3.4% 0 0 20 Energy Efficiency Schemes - assistance to allow programme to progress Business Recovery 134 741 875 0 134 15.3% 0 0 134 Costs to support business recovery Business Awards 26 0 26 26 26 100.0% 0 0 26 Business Support Business Support 54 0 54 54 54 100.0% 0 0 54 Business Support LACER- Business Growth & Recovery 137 1,059 1,196 2 137 11.5% 0 0 137 Business Recovery Shared Prosperity Grant 0 0 0 0 0 0.0% 0 0 0 Grant carried forward HIVE (not approved) 0 0 0 0 0 0.0% 0 0 0 HIVE Shared prosperity 109 0 109 23 23 21.0% 86 0 23 Shared prosperity Strategic Workforce Planning 153 0 153 152 153 100.0% 0 0 153 Redundancy Payment Local Development Plan 200 87 287 22 126 43.9% 74 0 126 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 programme (not approved) 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 9,567 8,177 17,743 4,304 6,045 3,522 0 6,045 FINANCIAL YEAR - 2025/26 NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Status of Earmarked Reserves Enterprise & Communities Period 12 (01 April - 27 February 2026) Reserves Required In Year Commentary Regards UsageDESCRIPTION OF EARMARKED RESOURCE Reserve Allocation 2025/26 Profiled in Future Years Approved Reserve Total Spend to Date Projected Spend Reprofile to Future Years No Longer Required Service Specific Earmarked Reserves: £000£000£000£000£000£000£000£000 Page 58 of 110
Page 59
APPENDIX 5 Period 12 (01 April - 27 February 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 59 of 110
Page 60
Page 60 of 110
Page 61
North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref: NLC-SLP-24-131 Date: 13 May 2026 Contract Award for Framework Agreement for Demolition and Deconstruction of High-Rise and Low Rise Properties From Stephen Llewellyn, Chief Officer (Housing and Communities) E-mail starbucks@northlan.gov.uk Executive Summary In accordance with the councils General Contract Standing Orders (GCSOs), the Committee is asked to approve the award of a framework agreement for Demolition and Deconstruction of High- Rise and Low Rise Properties (the ‘Framework Agreement’) following the undertaking of a procurement procedure as detailed within this report below. Recommendations It is recommended that the Housing Committee: 1) approves the award of the Framework Agreement to the Contractors stated in Appendix 1 of this report at the maximum value of One Hundred Million Pounds Sterling (£100,000,000) exclusive of VAT across the Framework Agreement term which is made up of an initial period of 60 months that is anticipated to commence on 01 June 2026 with the council reserving the right to extend the Agreement for additional periods up to a maximum of a further 36 months. The Plan for North Lanarkshire Priority All priorities Ambition Statement (1) Ensure a housing mix that supports social inclusion and economic growth Programme of Work Transforming Places 1. Background 1.1 North Lanarkshire Council is delivering one of Scotland’s most significant housing-led regeneration programmes through the Tower Re-Provisioning Strategy. This long-term programme aims to replace outdated high-rise and low-rise blocks with modern, Item 8 Page 61 of 110
Page 62
energy-efficient homes as part of the Plan for North Lanarkshire, including the commitment to deliver 6,000 new affordable homes by 2035. Phase 1 of the programme is now nearing completion, with multiple demolition projects completed or currently on site, including Northburn, Holehills, Burnside Court, Gowkthrapple, Shawhead, Coursington and Jackson Court. 1.2 With Phase 1 substantially progressed, the Council is now advancing Phase 2, which includes prominent multi-storey blocks in Motherwell, Coatbridge, Airdrie, Kilsyth and Wishaw. Phase 2 will continue the Council’s strategic ambition to transform its high-rise estate and deliver high-quality, modern accommodation that better meets current and future needs. 1.3 To support the safe and efficient delivery of the demolition works required for this programme, a new Framework Agreement has been developed. The demolition portfolio includes high-rise towers, low-rise estates and major complex assets, some with structural challenges or specialist requirements making a robust, well-governed procurement approach essential. The nature of high-rise and complex demolition requires contractors with appropriate technical competence, financial standing and specialist experience. 1.4 The new Framework is structured into two lots to reflect the differing risk profiles: • Lot 1 - Low-Rise and Non-Complex Demolition • Lot 2 - High-Rise and Complex Demolition Given the scale and scope of the Framework Agreement, and to ensure sufficient capacity and resilience across the demolition programme, the Framework will appoint multiple contractors to each lot. For Lot 1 (Low‑Rise and Non‑Complex Demolition), up to six contractors may be appointed, and for Lot 2 (High‑Rise and Complex Demolition), up to five contractors may be appointed. Tenderers were permitted to bid for a single lot, or both lots, and could be appointed to more than one lot where they demonstrated the necessary capability and capacity. 1.5 Although the Framework has been established primarily to support the Phase 2 Demolition Programme, it has been intentionally designed as a corporate-wide resource. This enables other Council services to benefit from a compliant and cost-effective demolition route. Several major projects beyond Phase 2 have already been identified for procurement through the Framework, including the Anvil Block and the Cumbernauld Shopping Centre, supporting the Council’s wider regeneration and town centre transformation ambitions. 1.6 The Framework Agreement will provide the Council with access to suitably qualified and experienced demolition contractors who possess the necessary plant, machinery and specialist expertise required to safely deliver high-rise, low-rise and complex demolition works. All appointed suppliers will be required to comply with relevant Health and Safety Legislation and recognised industry standards. 1.7 The requirements within the Agreement are currently delivered through legacy arrangements, including individual project-specific procurements and various framework call-offs. These arrangements are due to expire and are no longer considered suitable for the scale, complexity and risk profile of the Council’s Phase 2 demolition programme. The new Framework Agreement detailed within this report is intended to supersede all existing Page 62 of 110
Page 63
arrangements and establish a consistent, compliant and fit-for-purpose procurement route for all Housing demolition works going forward. 1.8 To enable appropriate development and execution of the procedure, a panel of technical, legal and procurement representatives (the “User Intelligence Group (UIG)”) was formed. 1.9 The UIG were responsible for developing the required internal contract strategy (the “Contract Strategy“) for the Agreement. The Contract Strategy sets out the parameters and approaches the council would apply within the procurement, tendering, contracting and end of life stages of the Agreement following appropriate analysis, research and investigation to ensure the council achieves maximum benefit where possible. In accordance with GCSO 4.4, the Contract Strategy for the Agreement was approved on 15 December 2025. 1.10 Additionally, as part of the development of the Contract Strategy, the Council undertook a range of pre-tender and market-engagement activities to support and shape the Agreement. These activities included: • Publication of a Prior Information Notice (PIN) to signal the upcoming opportunity and invite early market feedback. • Issuing two detailed market questionnaires to assess supplier capacity, capability, and interest in delivering the requirements. • Hosting a supplier engagement event to brief the market on the proposed framework structure and gather feedback on technical and commercial aspects. • Participation in an Intelligent Client session delivered by the Health and Safety Executive (HSE) and the National Federation of Demolition Contractors (NFDC), which informed lessons learned and risk considerations for high-risk demolition activities. • Directed suppliers to the Supplier Development Programme (SDP) for targeted training and support, helping them confidently complete the tender process and improve the quality of future submissions, particularly for SME’s These activities ensured that the development of the Agreement was informed by robust market intelligence, supplier insight and recognised industry best practice. While this engagement supported the shaping of the Agreement, the principal driver in determining the final procurement approach was the Council’s own strategic requirements, risk profile and statutory responsibilities. This ensured that the Agreement reflects the scale, complexity and risks associated with the Council’s demolition programme and remains fully aligned to its operational needs and programme objectives. 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 15 December 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 63 of 110
Page 64
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, undertaken fully in accordance with the terms, conditions and processes specified, the recommended Contractors have been evaluated as submitting the most economically advantageous tenders and are therefore proposed for appointment to the Framework 2.5 Appendix 1 provides a summary of the procurement procedure undertaken including the key considerations and outcomes. Financial / Budget Consideration 2.6 The ceiling value of the Framework Agreement has been set at £100 million for its full duration. The costs associated with call‑off contracts awarded under the Framework will be contained within the Housing Revenue Account (HRA) for the Housing related works p as well as other relevant service budgets where applicable. 2.7 The ceiling value reflects the scale and complexity of the Council’s anticipated demolition programme, including known Phase 2 works and the requirement to accommodate unforeseen demolition needs over the 8‑year term. This value includes an allowance for inflationary pressures, market conditions and a contingency to ensure sufficient budget flexibility. Price Stability 2.8 The Framework adopts a scenario‑based pricing model, providing the Council with a consistent and transparent baseline for comparing supplier rates. Price stability will be further supported through the use of mini‑competitions for each call‑off contract, ensuring continued competitive tension and enabling project‑specific pricing to reflect market conditions at the time of award. 2.9 In addition, supplier rates will be regularly benchmarked against industry standards and relevant cost indices throughout the duration of the Framework to ensure pricing remains fair, sustainable and aligned with prevailing labour, plant and material costs. The tender process also incorporated a price‑driver questionnaire, enabling the Council to understand the underlying cost components associated with demolition works and to benchmark these against industry norms going forward. 2.10 This combined approach ensures the Council maintains strong oversight of pricing, cost movements and value for money across the life of the Framework. Community Benefits 2.9 The procurement did not include a community benefit requirement at a framework level, as community benefits will instead be applied and delivered at individual call-off stage to ensure commitments remain proportionate, measurable and aligned to the scale and nature of each demolition project. Under this approach, suppliers appointed to the framework will be Page 64 of 110
Page 65
required to deliver community benefits such as local employment, apprenticeships, supply-chain opportunities and environmental improvements as part of call-off contracts. This reflects the framework’s design, which allows community benefit obligations to be tailored to specific project requirements and monitored through the Council’s Community Benefits Tracker. Fair Work First and Payment of the Living Wage 2.10 Within their tender submissions, all recommended Contractors appointed to the Framework have confirmed their commitment to the Scottish Government’s “Fair Work First” initiative. Collectively, the suppliers committed to the following Fair Work First principles: • Payment of the Real Living Wage to all employees and those within their supply chains engaged in delivering works under the Framework. • Providing effective channels for worker voice, including access to trade union representation and regular workforce engagement mechanisms. • No zero-hour contracts, ensuring fair, secure and transparent employment arrangements. • Investment in training and skills development, including structured training programmes, upskilling, competency development and support for apprenticeships aligned to the demolition and construction sectors. • Advancing equality, diversity and inclusion across their workforce and subcontracting arrangements. • Promoting a safe, healthy and supportive working environment, with a strong emphasis on demolition specific safety standards, continuous improvement and adherence to industry best practice. These commitments will be monitored throughout the duration of the Framework and at individual call off level to ensure continued compliance and delivery of Fair Work First outcomes. 2.11 Further information on the Living Wage status of the recommended Contractors is detailed in Appendix 1. Contract Management 2.12 Officers from the 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. In addition, each individual call-off contract awarded under the Framework will be managed directly by the relevant service area initiating the call-off, ensuring that project-specific requirements, risks and performance measures are appropriately monitored and controlled throughout delivery. 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 Agreement will ensure the safe, efficient and compliant delivery of high-rise, low-rise and complex demolition works by appointing suitably experienced, competent and financially Page 65 of 110
Page 66
secure contractors capable of delivering the Council’s demolition programme to the required standards. 3.3 The Agreement will support the Council’s sustainability objectives through contractor commitments to maximise recycling, divert all non-contaminated waste from landfill, and adopt environmentally responsible demolition practices that reduce the carbon and environmental impact of the programme. 3.4 The Agreement will deliver meaningful community benefits throughout its duration, including the creation of local employment, apprenticeships and training opportunities, with social value commitments applied proportionately at call-off stage to maximise local impact. 3.5 The Agreement will support the efficient delivery of the Council’s demolition programme by providing a structured, compliant and pre-approved route to market, reducing the administrative burden associated with undertaking multiple large-scale regulated procurement exercises. This will enable improved planning and coordination of demolition activities and support greater consistency, performance management and oversight across all appointed suppliers. 4. Supporting documents Appendix 1 Contractor Appointments Appendix 2 Summary of Procurement Procedure Stephen Llewellyn Chief Officer (Housing and Communities) Page 66 of 110
Page 67
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? The Phase 2 Demolition Programme has been approved, and the financial implications associated with call-off contracts awarded under this Framework will be contained within the relevant approved budgets. 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 have potential legal implications; however, throughout the development of this Agreement full compliance with the Council’s General Contract Standing Orders and all relevant procurement regulations has been maintained. Advice and oversight from both Corporate Procurement and Legal Services have been sought at each key stage of the process to ensure robustness, transparency and adherence to legislative requirements. Given the challenging nature of the demolition market and the complexity of establishing a framework of this scale, significant legal support has been provided to ensure that the procurement approach, documentation and evaluation methodology are legally sound and capable of withstanding scrutiny. Page 67 of 110
Page 68
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 Agreement has a significant environmental and carbon impact due to the nature of demolition activities, including embodied carbon release, waste generation, dust, noise and the handling of hazardous materials. To mitigate these impacts, all framework suppliers have committed to adopting the Scottish Government’s Waste Hierarchy, maximising recycling and diversion of all non-contaminated waste from landfill and implementing robust environmental management measures across each project. The Framework also incorporates sustainability-focused quality criteria and requires contractors to demonstrate how they will minimise emissions, manage dust and noise, and use environmentally responsible demolition methods. These measures collectively support the Council’s wider sustainability objectives and reduce the overall environmental footprint of the demolition programme. 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? Page 68 of 110
Page 69
High-rise and complex demolition works carry significant inherent risks, including structural instability, hazardous materials, environmental impacts and the requirement for stringent health and safety controls. To manage these risks effectively, each demolition project delivered under the Framework will maintain its own project-specific risk register, reflecting the unique challenges of that site. These project risk registers feed into the relevant Service Risk Register, ensuring that risks are monitored, escalated and managed in accordance with the Council’s corporate risk-management framework 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 69 of 110
Page 70
Appendix 1 – Contractors Appointed Contractor Registered Name Contractor Registered Local Authority Contractor Size Declared They are Paying the Living Wage Living Wage Accredited Appointed to Lot Lot 1 Lot 2 Dem-Master Demolition Limited West Lothian Medium Yes No ✓ ✓ Demolition Services limited Leeds Medium Yes No ✓ MGL Demolition Limited Durham Medium Yes No ✓ ✓ Reigart Contractors Limited North Lanarkshire Small Yes No ✓ Thompsons of Prudhoe Limited Northumberland Medium Yes No ✓ ✓ Page 70 of 110
Page 71
Appendix 2 - Summary of Procurement Procedure Overview Reference NLC-SLP-24-131 Title Framework Agreement for Demolition and Deconstruction of High-Rise Residential Properties within North Lanarkshire 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) 38 EoI from NLC Based Businesses 3 Tenders Received Total No. of Tenders Received 13 No. of Tenders From SME’s 13 No. Tenders from NLC Based Businesses 3 No. of Tenders from Supported Businesses 0 Award Criteria Quality Weighting 80% Price Weighting 20% Sub-Lot Reference Lot 1 Lot 2 Total No. of Tenders Received 13 9 No. of Tenders From SME’s 12 8 No. Tenders from NLC Based Businesses 3 1 No. of Tenders Excluded 9 5 Page 71 of 110
Page 72
No. of Compliant Tenders 4 4 No. of Tenderers to be Appointed: 4 4 Successful Scores Range 61.93 % - 86.54 % 57.35% - 93.23 % How Has “Best Value” Been Demonstrated? Best Value has been achieved through a procurement approach that is transparent, competitive and fully aligned to the Council’s strategic objectives and risk profile. The Framework has been designed to ensure the safe, efficient and cost-effective delivery of high-risk demolition works while maximising quality, sustainability and long-term operational value. Key factors demonstrating Best Value include: • Robust market competition: An Open Procedure maximised supplier participation and ensured competitive pricing and innovation across both framework lots. • Quality-weighted evaluation: An 80% quality / 20% price split ensured contractors were appointed based on their technical competence, health and safety standards, sustainability credentials and ability to deliver complex demolition safely and effectively. • Risk-aligned supplier selection: Strict SPD criteria, financial assessments, mandatory technical qualifications and enhanced insurance thresholds ensured only capable and financially resilient contractors were appointed. This reduces delivery risk and protects the Council’s interests. • Scenario-based pricing: Prices were tested through structured demolition scenarios, ensuring they were realistic, deliverable and representative of actual project conditions. • Embedding lessons learned: Issues experienced under previous procurement routes and frameworks were directly addressed, ensuring contractors appointed are suitably experienced for high-risk, high-rise and complex demolition. • Environmental and social value: The Framework includes a clear ambition, agreed by all appointed suppliers, to divert all non-contaminated waste from landfill, significantly reducing the environmental impact of the Council’s demolition programme and supporting compliance with the Scottish Government Waste Hierarchy. In addition, all suppliers have committed to the delivery of social value throughout the life of the Framework. Given the long-term nature of the Agreement, there is substantial opportunity to generate meaningful community benefits, including the creation of local jobs, apprenticeships and training programmes, supporting skills development and contributing to community wealth-building across North Lanarkshire. Further Value will be achieved through the use of mini-competitions under the Framework, creating ongoing competition among appointed contractors at each call-off stage. This ensures: • project-specific pricing remains competitive, Page 72 of 110
Page 73
• suppliers continue to demonstrate best-in-class methodology and innovation, • continuous improvement is incentivised throughout the Framework, and • value for money is maximised across the full duration of the programme. This mechanism allows the Council to capture both the stability of a pre-qualified framework and the commercial advantages of competition for each individual project. Additional Comments A number of suppliers did not progress beyond the SPD (qualification) stage in the procurement process due to non-compliance with the requirements of the tender. This was due to several factors assessed in line with the exclusion and selection requirements of the Single Procurement Document (SPD): • Failure to return completed tender documents, resulting in an incomplete or invalid submission. • Late tender submission, meaning the response was received after the deadline and could not be accepted in accordance with procurement regulations. • Failure to meet mandatory minimum criteria set out within the SPD, including financial standing, technical capability or required qualifications. • Submission of inaccurate or inconsistent information, preventing validation against the minimum selection standards. • Triggers under the exclusion grounds of the Public Contracts (Scotland) Regulations 2015, including concerns relating to professional misconduct, such as involvement in bid-rigging cases identified by the Competition and Markets Authority. • Inability to demonstrate reliability through self-cleansing, where bidders could not evidence appropriate remedial actions for exclusion-ground issues. Award Details General Overview Total / Maximum Value £100 Million Contract Duration (Months) 60 months (up to 36 Months Extension Additional Comments The £100 million value represents the maximum ceiling value of the Framework Agreement and does not constitute a guarantee of spend or a commitment by the Council to award any minimum level of work to suppliers. All expenditure under the Framework will be determined by the Council’s operational requirements, the availability of approved budgets, and the outcome of procurement exercises conducted for each call-off contract. Page 73 of 110
Page 74
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 74 of 110
Page 75
North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref: NLC-SLP-25-137/ HO TB 25 090 Date: 13 May 2026 Contract Award for Framework for Retrofit of Sprinklers and Associated Works including call off Enquiry No.1: Phase 4A - 1 No. tower block, Clyde Tower, Motherwell From Stephen Llewellyn, Chief Officer (Housing and Communities) E-mail starbucks@northlan.gov.uk Executive Summary In accordance with the councils General Contract Standing Orders (GCSOs), the Committee is asked to approve the award of a framework agreement for Retrofit of Sprinklers and Associated Works (the ‘Agreement’) following the undertaking of a procurement procedure as detailed within this report below. Recommendations It is recommended that Housing Committee: 1) approves the award of the Agreement to Harmony Fire Limited (the “Contractor”) at the maximum value of Ten Million Pounds Sterling (£10,000,000.00) exclusive of VAT across the Agreement full term which is made up of an initial period of 36 months that is anticipated to commence on 18 May 2026 with the Council reserving the right to extend the Agreement for an additional period of up to a maximum of a further 12 months. This recommendation follows the completion of an open tender procedure, where the tender recommended for award has been evaluated as providing the most economically advantageous tender in terms of cost and quality for the Council. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition Statement (1) Ensure a housing mix that supports social inclusion and economic growth Programme of Work Invest in North Lanarkshire Item 9 Page 75 of 110
Page 76
1. Background 1.1 North Lanarkshire Council wishes to appoint a single Contractor under the Agreement to retrofit sprinkler systems and associated works to residential tower blocks as part of the planned High Rise Towers Strategy and to make provision to enable an effective response to building safety requirements as these emerge. Having this Agreement in place with a single appointed contractor ensures the Council can address any identified fire safety risk associated works promptly for the duration of the Agreement without the delay of procuring a new contract for each requirement. Sprinkler installations and associated works to one tower block (Clyde Tower, Motherwell) would be delivered as the first call off contract (Phase 4A) under the Agreement following award to the recommended contractor. 1.2 The scope of works included in Phase No 4A is, but is not limited to; • the design, supply, installation, testing and commissioning of retrofit sprinkler systems to all flats, common areas and enclosed roof structures including all associated building services and any necessary works/ alternations to existing installations; • accredited fire stopping where penetrations are made through compartments, boxing-in pipe work, associated builders work and the like; • structural investigations and structural supporting works; • ferro scanning to walls and floor slabs prior to undertaking coring activities to determine the location of existing reinforcement and to ensure that structural reinforcement and integrity is not compromised by coring activities; • provision of Structural Engineer Registration (SER) certificate per block to cover all cores throughout the building; • provision of design calculations and drawings for checking by the Employer’s Agent prior to construction; • provision of working and installation drawings; • provision of record documents and as-fitted drawings; and, • provision of training for the Council’s maintenance staff and the Scottish Fire and Rescue Service. 1.3 Previous Phases 1, 2, and 3 of the sprinkler installations and associated works, covering a total of 10 tower blocks, were procured as three separate standalone contracts through individual tender exercises. The recommended contractor was awarded Phases 2 and 3, comprising five tower blocks in total, on the basis of delivering best value for the Council. The tender sum submitted by the recommended contractor for Enquiry No. 1 (Phase 4A) is consistent with the contract rates established in the previously awarded Phases 2 and 3, demonstrating the continued achievement of best value. In addition, the contractor performed well in the delivery of Phases 2 and 3. This proven performance and familiarity with the Council’s requirements are expected to deliver further benefits during Phase 4A and in any future phases awarded under the Agreement. 1.4 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. 1.5 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 Page 76 of 110
Page 77
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 12 February 2026. 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 20 February 2026, 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 whole-life estimated ceiling value for the Agreement is £10,000,000.00. This figure represents a maximum overall value rather than a commitment to spend the full amount. Costs associated with the delivery of works under the Agreement will be met from the Capital Budget for the Investment Team within Housing and Communities. The use of a ceiling value provides the Council with the flexibility to respond to future and emerging safety requirements, enabling works to be commissioned on an ad-hoc basis as required, subject to available budget and approval. This approach supports efficient forward planning while ensuring Housing is able to react promptly to safety-related needs as they arise. 2.7 The tender sum submitted by the recommended contractor under the Agreement is consistent with the contract rates applied in previous phases and aligns with the independent pre-tender estimate prepared by Michael Dyson Associates. This demonstrates that pricing remains appropriate, competitive, and in line with previously accepted and independently benchmarked rates, providing assurance that the Council continues to achieve best value for money. The contractor has also demonstrated strong performance in the delivery of earlier works, resulting in a clear understanding of the Council’s requirements and the characteristics of the buildings involved. This continuity supports efficient delivery, minimises risk, and avoids the additional costs associated with Page 77 of 110
Page 78
re-procurement or contractor mobilisation, further reinforcing the value achieved through the Agreement. 2.8 The costs associated with delivery of the Agreement will be contained within the Capital budget for Housing Price Stability 2.8 Each subsequent call-off issued under the Framework Agreement to the recommended contractor, as the single supplier, will be benchmarked against previously agreed contract rates and available market data to ensure the continued achievement of best value for the Council. Establishing a single-provider Agreement for the delivery of these works provides additional value benefits, including: • continuity of contractor knowledge and site-specific experience • consistency in quality, workmanship, and installation standards • reduced mobilisation periods between call-offs • efficiencies achieved through economies of scale • reduced delivery, programme, and health and safety risk • the ability for the Council to respond promptly to emerging or urgent safety-related requirements Taken together, this approach improves overall value for money and ensures that works are delivered safely, efficiently, and consistently across the Council’s housing stock. Community Benefits 2.9 The Council is committed to maximising the delivery of community benefits. The procurement included a community benefit requirement; this approach is designed to deliver local community benefits where possible. 2.10 Within their tender, the recommended Contractor committed to deliver community benefits as detailed within Appendix 1 of this report: 2.11 The community benefits committed as part of the Agreement includes the creation of jobs or apprenticeships. Fair Work First and Payment of the Living Wage 2.12 Within their tender submission, the recommended Contractor intimated that they would commit to the following areas of the Scottish Governments “Fair Work First” initiative: The recommended Contractor rejects zero hours contracts, offers flexible working to all staff, has comprehensive diversity and inclusivity policies in place, encourages employee engagement throughout the business including comprehensive workforce development practices, mentorship programmes, trade and graduate apprenticeships. The recommended Contractor also has robust processes in place to ensure fair and prompt payment throughout their supply chain. Page 78 of 110
Page 79
2.13 Further information on the Living Wage status of the recommended Contractor is detailed in Appendix 1. Contract Management 2.14 The Council’s appointed specialist consultant, Michael Dyson Associates, will undertake the duties of Contract Administrator, Principal Designer and Quantity Surveyor in relation to Enquiry No 1 under this Agreement, and, together with officers from the investment team within Housing and Communities, will be responsible for managing the Agreement which will be undertaken in accordance with the contract and supplier management conditions applied within the Agreement. 3. Measures of success The Agreement will deliver the following outcomes; 3.1 Best Value will be demonstrated as outlined in Appendix 1; 3.2 Conclusion of a procurement procedure that is compliant with procurement legislation and internal procedures. 4. Supporting documents Appendix 1 Summary of Procurement Procedure Stephen Llewellyn Chief Officer (Housing and Communities) Page 79 of 110
Page 80
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 contract conditions which form the Agreement include standard Council legal amendments/ requirements and contractor performance will be monitored closely using the Council’s CSM process. 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 80 of 110
Page 81
The Agreement places detailed obligations on the contractor to comply with current data protection law in respect of tenant data shared by the Council to facilitate access to properties 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 Agreement includes the requirement for BS EN ISO 14001/ EMAS certification (or equivalent) to be held and maintained by the contractor for the duration of the Agreement. 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 will be minimised and managed by a designated contract manager in accordance with the Council’s agreed approach to contract and supplier management 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 Page 81 of 110
Page 82
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 82 of 110
Page 83
Appendix 1 – Summary of Procurement Procedure Overview Reference NLC-SLP-25-137/ HO TB 25 090 Title Framework for Retrofit of Sprinklers and Associated Works including call off Enquiry No.1: Phase 4A - 1 No. tower block, Clyde Tower, Motherwell Classification Works 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) 14 EoI from NLC Based Businesses 0 Tenders Received Total No. of Tenders Received 1 No. of Tenders From SME’s 1 No. Tenders from NLC Based Businesses 0 No. of Tenders from Supported Businesses 0 Reasons for Single Tender Response Email correspondence requesting feedback, to support the Council’s continuous improvement approach, was issued to the 13 organisations that had initially expressed an interest in the tender opportunity but did not submit a tender response. Feedback was received from two of the organisations. The reasons cited for non-submission included: • the absence of required mandatory certifications, with organisations indicating these were being actively pursued; • existing workload commitments limiting capacity to prepare and submit a tender; and • a decision not to tender following internal assessment of the commercial risk associated with the form of contract. The remaining organisations did not provide feedback. On review, it is considered that a number of these parties operate primarily as sub-contractors or bid-writing organisations, who may have registered an interest in order to be notified of the outcome of the tender process rather than with an intention to submit a principal tender. This feedback reflects the specialist and niche nature of the sprinkler installation market, which comprises a relatively small number of suitably accredited suppliers with the necessary technical capability and capacity to deliver contracts of this scale Page 83 of 110
Page 84
Award Criteria Quality Weighting 40% Price Weighting 60% Evaluation Scoring Contractor(s) Score 93.40% Unsuccessful Tenderer Scoring Range N/A – only one tender received How Has “Best Value” Been Demonstrated? The recommended contractor has demonstrated, through both their response to the Invitation to Tender (ITT) and the successful delivery of two previous phases of works of a similar scope and value, that they possess the necessary experience, technical capability, and capacity to deliver a high‑quality service to the Council and its tenants. In addition, the contractor has committed to delivering a comprehensive package of community benefits that significantly exceeds the minimum requirements set out in the ITT. The proposed community benefits represent, as detailed in Appendix 1, providing enhanced social value alongside the delivery of the works. The tendered value submitted for is consistent with the contract rates applied in Phase 3 and aligns with the independent pre‑tender cost estimate prepared by Michael Dyson Associates. This provides assurance that the proposed costs remain appropriate and continue to represent best value for the Council. Additional Comments None Award Details General Overview Total / Maximum Value £10,000,000.00 Contract Duration (Months) 36 months + 1 x 12 months optional extension period Contractor Registered Name(s) Harmony Fire Limited Contractor Overview Registered Local Authority Area Somerset 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 TRE01 – new entrant – key priority groups 1 TST05 – site visit 2 Page 84 of 110
Page 85
TRE 04 – new start - apprentice 1 SCD01 – Supply chain briefing with SME’s 1 TST01 – Work experience placement (16+) 1 CCE01 – Financial Support Community Project 1 TST04 – Careers event 1 CCE02 – Non - Financial Support Community Project 2 Additional Comments The above community benefits relate to Enquiry no.1 issued under the Framework Agreement simultaneously as part of this tender process (Enquiry No 1 contract duration is 29 weeks). A similar level of community benefits will be a requirement of each and every subsequent Enquiry issued by the Council to the recommended contractor under the Framework Agreement. 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 85 of 110
Page 86
Page 86 of 110
Page 87
North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref: HO MR 24 066 / NLC-SLP-25-124 Date: 13 May 2026 Contract Award for Lanark County Council - Swedish Timbers Full Project Works Package From Stephen Llewellyn, Chief Officer (Housing and Communities) E-mail starbucks@northlan.gov.uk Executive Summary In accordance with the council’s General Contract Standing Orders (GCSOs), the Committee is asked to approve the award of a contract for Lanark County Council - Swedish Timbers Full Project Works Package (the ‘Agreement’) following the undertaking of a procurement procedure as detailed within this report below. Recommendations It is recommended that the Housing Committee: 1) approves the award of the Agreement to GMG Contractors Limited (the “Contractor”) at a maximum value of Six Million, Five Hundred Thousand Pounds Sterling (£6,500,000.00) exclusive of VAT over the full term of the Agreement. The Contractor’s submitted tender sum is Five Million, Nine Hundred Sixty‑Three Thousand, One Hundred Fifty‑One Pounds and Forty‑Six Pence (£5,963,151.46) exclusive of VAT. The difference between the tendered sum and the approved maximum value represents a client‑held contingency. This contingency has been included to provide financial flexibility to manage unforeseen works and risks that may arise during the delivery of the project, including, for example, the potential discovery of additional rot or other latent defects. Such risks are considered more likely given the non‑traditional construction of the properties included within the project. The Agreement is for a period of 74 weeks, anticipated to commence on 20 July 2026. This recommendation followed the completion of a procurement procedure, where the tender recommended for award was evaluated as providing Best Value in terms of cost and quality for the Council. Item 10 Page 87 of 110
Page 88
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 1. Background 1.1 North Lanarkshire Council (NLC) owns 60 Lanark County Council‑type non‑traditional timber properties located within the communities of Calderbank, Moodiesburn, Shotts, and Viewpark. Following the successful completion of an initial pilot project involving four properties, this contract seeks to appoint a contractor to deliver energy efficiency improvement works to the remaining 56 properties. 1.2 The properties vary in design, ranging from bungalows to two‑storey houses, and vary in apartment size. The properties will remain occupied throughout the contract period, and the works will deliver a range of energy efficiency improvements, including but not limited to the removal of existing timber external wall cladding, installation of a new external wall insulation system, internal insulation to roof spaces, installation of a new roof membrane and concrete roof tiles, replacement of doors and windows with triple‑glazed units, and the installation of in‑roof photovoltaic (PV) panels. The anticipated contract duration is 74 weeks. 1.3 It is anticipated that the energy performance of the properties included in the works package will improve significantly and that residents will benefit from warmer, quieter homes with greater air tightness, in turn reducing cold spots and creating a more comfortable home year- round. This will reduce energy consumption and generate cost savings, tackling fuel poverty and delivering against NLC’s vision for housing: affordable and sustainable living for all. 1.4 Following the tender exercise, the recommended contractor achieved the highest combined score for price and quality. The contractor has a proven track record of successfully delivering projects of a similar nature and scale for other Registered Social Landlords, providing assurance in their capability and capacity to deliver the works. This established experience enables the contractor to offer additional value, supporting efficient delivery and high‑quality outcomes for the Council and residents. 1.5 The requirements of the Agreement have not previously been delivered by the Council through a contract of this nature. However, a pilot project was undertaken prior to this procurement, which enabled the Council to test the proposed approach and assess deliverability. The lessons learned from the pilot, including operational, technical, and resident‑related considerations, have been incorporated into the specification and contract arrangements, providing improved clarity, reduced risk, and greater assurance in the delivery of this Agreement. Page 88 of 110
Page 89
2. Report 2.1 A group of technical and procurement representatives was formed to develop and agree the 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 8th December 2025. 2.2 The initial estimated value of the Agreement dictated that the opportunity be considered as a “Higher Threshold Regulated” procurement procedure. On 11 December 2025, a Contract Notice for the opportunity was published on the Public Contracts Scotland and the UK Find a Tender (FTS) website. 2.3 As determined within the Contract Strategy, the procurement procedure was undertaken as an “Open Procedure”. The Open Procedure is a single stage competitive procurement procedure where following the publication of the Contract Notice, any interested party could submit a tender. 2.4 Based on the evaluation criteria and scoring methodology set out in the procurement procedure, an evaluation of tenders received was completed by technical and procurement representatives possessing the technical knowledge and experience to evaluate tenders in a professional and fair manner. 2.5 Following completion of the procurement procedure in line with the terms, conditions and processes contained within, the recommended Contractor has been evaluated as submitting the most economically advantageous tender. 2.6 Appendix 1 provides a summary of the procurement procedure undertaken including the key considerations and outcomes. Financial / Budget Consideration 2.7 The pre‑tender whole‑life estimated budget for the Agreement is £8,000,000.00, inclusive of appropriate allowances. All costs associated with the delivery of the Agreement will be contained within the approved Capital Budget for the Investment Team within Housing and Communities. Price Stability 2.8 The contract price has been agreed on a fixed fee basis. Community Benefits 2.9. The council is committed to maximising the delivery of community benefits. The procurement included a community benefit requirement, this approach is designed to deliver local community benefits where possible. 2.10 Within their tender, the recommended Contractor committed to deliver community benefits as detailed within Appendix 1 of this report. Page 89 of 110
Page 90
2.11 The community benefits committed as part of the Agreement includes the creation of jobs or apprenticeships. Fair Work First and Payment of the Living Wage 2.12 The recommended contractor has given commitment to practices consistent with the Scottish Government's 'Fair Work First' framework. 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 The appointment of a contractor who has the experience, capability and a comprehensive health and safety plan to undertake the proposed contract in a timely, efficient and safe manner. 3.2 The procurement procedures applied are compliant with the procurement legislation and internal procedures. 3.3 Clear evidence that Best Value has been achieved, supported by competitive pricing, quality assessment, and appropriate benchmarking. 3.4 Secure a range of tangible community benefits, and social value. 4. Supporting documents Appendix 1 Summary of Procurement Procedure Stephen Llewellyn Chief Officer of Housing Page 90 of 110
Page 91
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? Costs 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. 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 91 of 110
Page 92
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 Contractor has been encouraged to consider the use of low carbon footprint / environmentally friendly products / materials where possible. Contractors have also be encouraged to consider use of electric vehicles and sharing vehicles where possible. The procurement included 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? All risks are contained in project risk register managed in line with standard council processes. 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 92 of 110
Page 93
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 93 of 110
Page 94
Appendix 1 – Summary of Procurement Procedure Overview Reference NLC-SLP-25-124 Title Lanark County Council - Swedish Timbers Full Project Works Package 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) 20 EoI from NLC Based Businesses 4 Tenders Received Total No. of Tenders Received 9 No. of Tenders From SME’s 8 No. Tenders from NLC Based Businesses 2 No. of Tenders from Supported Businesses 0 Award Criteria Quality Weighting 40% Price Weighting 60% Evaluation Scoring Contractor(s) Score 89.20% Unsuccessful Tenderer Scoring Range 77.30% – 84.72% How Has “Best Value” Been Demonstrated? The open tender process created a competitive bidding environment that enabled the Council to secure demonstrable best value. The evaluation methodology, which was clearly defined and communicated within the tender documentation, adopted a balanced approach that assessed submissions against a comprehensive set of criteria, including price, quality, relevant experience, technical capability, and social value outcomes. By weighting these factors appropriately, the Council ensured that the award was not based solely on lowest cost, but on the contractor’s overall ability to deliver high-quality, compliant works in a sustainable and efficient manner. This robust assessment provides confidence that the selected contractor offers the optimum combination of cost effectiveness, capability, and added social value, delivering long-term benefits aligned with the Council’s objectives and the needs of the local community. Additional Comments A number of suppliers did not progress beyond the Single Procurement Document (SPD) qualification stage as they failed to satisfy mandatory requirements set out in the tender documentation. Assessment was carried out in Page 94 of 110
Page 95
accordance with the exclusion and selection criteria specified within the SPD, and non-progression was primarily due to suppliers being unable to demonstrate compliance with mandatory minimum selection criteria, including those relating to financial standing, technical and professional capability, and/or the possession of relevant accreditations or qualifications. Award Details General Overview Total / Maximum Value £6,500,000.00 (maximum ceiling value, inclusive of client‑held contingency) Contract Duration (Months) 74 Weeks Contractor Registered Name(s) GMG Contractors Limited Contractor Overview Registered Local Authority Area Glasgow City Council Contractor(s) Size Medium Living Wage Paying the Living Wage Yes Living Wage Accredited No Overview of Community Benefits Community Benefit Outcome Qty Offered Community Benefit Outcome Qty Offered New Entrant - Graduate 1 Supply Chain Briefing with SME’s 1 Work Experience Placement (16 + years of age) 2 Financial Support for a Community Project 1 Work Experience Placement (14 - 16 +years of age) 2 Non-Financial Support for a Community Project 1 Site Visit 1 School Mentoring or Enterprise Programme 1 Additional Comments The Council will actively monitor the delivery of the contractor’s Community Benefit commitments throughout the duration of the contract to ensure that agreed outcomes are achieved and maintained. Performance will be reviewed on a regular basis through established contract management arrangements, providing assurance that commitments are translated into tangible benefits for the local community. In addition, the Council will encourage the contractor to identify and deliver further social value opportunities where possible and to maintain a strong commitment to fair working practices for the life of the contract, aligning with the Council’s social value requirements. Page 95 of 110
Page 96
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 96 of 110
Page 97
North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref: NLC-SLP-25-145 Date: 13 May 2026 Contract Award for Phase 2 Demolition Engineering Consultancy Services From Stephen Llewellyn, Chief Officer (Housing and Communities) E-mail llewellyns@northlan.gov.uk Executive Summary In accordance with the councils General Contract Standing Orders (GCSOs), the Committee is asked to approve the award of a contract for Phase 2 Demolition Engineering Consultancy Services (the ‘Agreement’) following the undertaking of a procurement procedure as detailed within this report below. Recommendations It is recommended that the Housing Committee: 1) approves the award of the Agreement to Perses CDM Limited (the “Contractor”) at the maximum value of Four Million Pounds Sterling (£4,000,000) exclusive of VAT across the Agreements full term which is made up of a period of 48 months that is anticipated to commence on 30 June 2026 with no option to extend. 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 1. Background 1.1 The Council’s Strategic Housing Investment Plan North Lanarkshire Council (NLC, The Council) has committed to provide 6,000 new affordable homes by 2035. As part of the route map to achieve this the Council will demolish 1,700 flats, including 14 tower blocks, as part of a programme to potentially demolish all of its 48 tower blocks over the next 20-25 years allowing for the cleared sites to be redeveloped with new housing. Item 11 Page 97 of 110
Page 98
Following on from phase one, NLC has developed a programme of work for the Phase 2 demolitions. The Phase two programme is scheduled to last nine years and demolish 12 properties across North Lanarkshire. This agreement will provide services for the first four years of the programme. Site Property/Properties One Maxton Crescent Two Glasgow Road Three McClurg Court and Watson Street Four Rennie Road Five Greenfield Drive Six Witchwood Court Seven Woodside Tower/Oakfield Tower Eight Albion Tower/Airbles Tower Nine Whamond Tower The successful consultant will provide: • Project Management • CDM 2015 Duties • Engineering Input • Preparation of specifications • Input with the demolition contractor procurement process Initially the Consultant will be required to prepare the baseline demolition programme. This will inform which properties the Consultant will provide the service over four-year duration of the contract. Contingencies have been allowed for in the contract for any other ad hoc demolition requirement that may occur during the contract term. 1.2 The requirements within the Agreement, for the Phase One Demolition Programme, are currently under contract with Perses CDM Limited. This arrangement is programmed to expire on 30 June 2026 once the demolition of the Coursington, Allen and Draffan Towers is complete. 1.3 To enable appropriate development and execution of the procedure, a panel of technical and procurement representatives (the “User Intelligence Group (UIG)”) was formed. 1.4 The UIG were responsible for developing the required internal contract strategy (the “Contract Strategy“) for the Agreement. The Contract Strategy sets out the parameters and approaches the council would apply within the procurement, tendering, contracting and end of life stages of the Agreement following appropriate analysis, research and investigation to ensure the council achieves maximum benefit where possible. In accordance with GCSO 4.4, the Contract Strategy for the Agreement was approved on 05 February 2026. Page 98 of 110
Page 99
2. Report 2.1 The initial estimated value of the Agreement dictated that the opportunity be considered as a “Higher Threshold Regulated” procurement procedure. On 11 February 2026, 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 whole life estimate budget for the Agreement was £4,000,000. The costs associated with delivery of the Agreement will be contained within the HRA budget for the within Housing. Price Stability 2.7 The rates provided are fixed for one year and then are subject to annual increases as per the Consumer Price Index. This will form the basis for costs for demolition work packages throughout the duration of the contract. Community Benefits 2.8 The council is committed to maximising the delivery of community benefits. The procurement included a community benefit requirement; this approach is designed to deliver local community benefits where possible. 2.9. Within their tender, the recommended Contractor committed to deliver community benefits as detailed within Appendix 1 of this report: 2.10 The community benefits committed as part of the Agreement includes the creation of jobs for a new entrant graduate. Page 99 of 110
Page 100
Fair Work First and Payment of the Living Wage 2.11 Within their tender submission, the recommended Contractor intimated that they would commit to the following areas of the Scottish Governments “Fair Work First” initiative: • Payment of the Real Living Wage • Provide an effective workers’ voice • Invest in workforce development (training, skills development) • No zero-hours contracts • Address workplace inequalities, such as gender or disability pay gaps • Provide flexible and family-friendly working practices • Oppose fire and rehire practices (dismissing and rehiring workers on worse terms) 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 Best Value will be demonstrated as outlined in Appendix 1; 4. Supporting documents Appendix 1 Summary of Procurement Procedure Stephen Llewellyn Chief Officer (Housing and Communities) Page 100 of 110
Page 101
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 Phase 2 Demolition Programme has been approved, the financial implications associated with contracts related to this procurement will be contained within the relevant service 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 Page 101 of 110
Page 102
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? Demolition works carry significant inherent risks, including structural instability, hazardous materials, environmental impacts and the requirement for stringent health and safety controls, having a specialist demolition consultant involved in demolition projects from inception will assist in mitigating the level of risks in each project. 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 102 of 110
Page 103
If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 103 of 110
Page 104
Appendix 1 – Summary of Procurement Procedure Overview Reference NLC-SLP-25-145 Title Phase Two Demolition Engineering Consultancy Services 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) 13 EoI from NLC Based Businesses 0 Tenders Received Total No. of Tenders Received 2 No. of Tenders From SME’s 2 No. Tenders from NLC Based Businesses 0 No. of Tenders from Supported Businesses 0 Reasons for Single Tender Response Of the 13 expressions of interest only two organisations were suitable. Two tenders were received but only one was compliant. Award Criteria Quality Weighting 70% Price Weighting 30% Evaluation Scoring Contractor(s) Score 80.94% Unsuccessful Tenderer Scoring Range NA How Has “Best Value” Been Demonstrated? To ensure best value; this requirement was procured in the open market to reach as many potential candidates as possible, creating a competitive environment. The tender was conducted as a one-stage process with qualification to enable the council to remove candidates who did not meet the economic, financial and technical thresholds at an early stage. The tenderers experience of providing services similar in scope and value was evaluated with candidates that achieved a pass being progressed to the technical evaluation. Technical and Commercial submissions were evaluated on a Most Economically Advantageous Tender (MEAT) basis ensuring suppliers were motivated to offer their best prices in their commercial submission and value for Page 104 of 110
Page 105
money in their quality submission to win the contract. This will drive down costs and improve the quality of delivery. Due to the risk surrounding the delivery of the contract, the MEAT evaluation was weighted towards quality. Additional Comments N/A Award Details General Overview Total / Maximum Value £4,000,000 Contract Duration (Months) 48 Contractor Registered Name(s) Perses CDM Limited Contractor Overview Registered Local Authority Area Midlothian Contractor(s) Size Small 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 TRE03 New Entrant - Graduate 1 TST01 Work Experience Placement (16 + years of age) 4 TST05 Site Visit 4 SCD02 Business Mentoring to SMEs 2 CCE01 Financial Support for a Community Project (min £250 donation) 4 CCE02 Non-Financial Support for a Community Project 4 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 105 of 110
Page 106
Page 106 of 110
Page 107
North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref JMcK/CPT Date 13/05/26 Contracts awarded below Committee approval threshold From James McKinstry - Chief Officer (Assets and Procurement) E-mail McKinstryJ@northlan.gov.uk Executive Summary In accordance with the Council’s General Contract Standing Orders (“GCSOs”), GCSO 21.10 requires a summary report be presented to members with details of contracts awarded since last committee, specifically for the spend range: • over £50,000 but below £500,000 for supplies or services; and, • over £500,000 but below £2,000,000 for works. Recommendations It is recommended that the 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 12 Page 107 of 110
Page 108
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 108 of 110
Page 109
Appendix 1 – Summary of Contracts Awarded Contract Ref NLC-SLP-25-036 Title MTC for Electrical Upgrade & Rewire Works to Individual Domestic Dwellings within North Lanarkshire Area (HO RW 25 030) Classification Works Chief Officer, Procuring Service Area Stephen Llewellyn, Chief Officer (Housing) Competition Governance by Value Non-Regulated; procured in accordance with the council’s General Contract Standing Orders Procurement Route Non-Regulated Works, Open Tender No. of Expressions of interest 29 No. of Bids Received 7 Award Criteria Most Economically Advantageous Tender (“MEAT) Scoring Model Evaluation Scores – Successful 94.80% Evaluation Scores – Unsuccessful 91.25% Comments 5 of the 7 bids received did not submit full and compliant tenders, so did not receive an evaluation score. All 7 bidders were debriefed at the conclusion of this procurement. Award Details Value £1,800,000 Contract Duration 48 months (initial 24 months, option to extend 12 months, further option to extend 12 months) Contractor Name Procast Building Contractors Ltd Contractor Size SME Contractor Location South Lanarkshire 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 109 of 110
Page 110
Contract Ref NLC-SLP-25-152 Title HMS - Project Management 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) Award Criteria Best Value assessment, in accordance with the Framework Information Comments This has been procured via Direct Award approach, considering the relevant information through the Crown Commercial Services G-Cloud 14 Framework (RM1557.14), Lot 3: Cloud Support. “G-Cloud” is an Agreement established by Crown Commercial Services (“CCS”) to provide a large variety of cloud-based services from a range of suppliers under: cloud hosting; cloud software; and cloud support. The G-cloud provides the online sourcing platform for public bodies to use search parameters to narrow suppliers and/or solutions to match their core specification of requirements, then refine further through benchmarking and comparison of the potential offers/solutions. Award Details Value £200,000 Contract Duration 12 months (initial 6 months, option to extend 6 months) Contractor Name Gravitas Recruitment Group Limited Contractor Size Large Company Contractor Location London Status - Payment of Living Wage? Yes Status - Living Wage Accredited? No Impacts this section highlights which impacts were considered for this contract award procedure Public Sector Equality Duty and Fairer Scotland Duty ☐ HR Policy Impact ☐ Data Protection Impact ☒ Environment / Carbon Impact ☐ Risk Impact ☒ Children’s Rights and Wellbeing Impact ☐ Financial Impact ☒ Legal Impact ☐ Technology / Digital Impact ☐ Communications Impact ☐ Armed Forces Covenant Duty ☐ Further details regarding these impacts can be obtained from the Lead Service Area / Chief Officer Page 110 of 110