Agenda Document Pack - Housing Committee - 19/08/2026
North Lanarkshire Council · 19 August 2026
Back to Housing Committee — 19 August 2026 and its agenda
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10 August 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, 19 August 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 Smith, A Stubbs, L Stubbs, R Sullivan. Page 1 of 222
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Agenda 1 Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 Operational 2 Scottish Housing Regulator: 2026 Annual Assurance Statement Submit report by the Acting Chief Officer (Housing and Communities) seeking to sign the Annual Assurance Statement. 7 - 18 3 Strategic Housing Investment Plan 2027/28-2031/32 Submit report by the Chief Officer (Place) seeking approval for projects to be included within the next Strategic Housing Investment Plan (SHIP) 2027/28 to 2031/32. 19 - 28 4 Update on the Housing (Scotland) Act 2025 Submit report by the Acting Chief Officer (Housing and Communities) providing an overview of the provisions contained within the the Housing (Scotland) Act 2025. 29 - 36 5 NL REACH: Ask and Act Pilot Submit report by the Acting Chief Officer (Housing and Communities) providing an overview of the NL REACH pilot. 37 - 42 6 Tenant Participation Strategy Annual Progress Update Submit report by the Acting Chief Officer (Housing and Communities) setting out the annual progress review for the Tenant Participation Strategy - "For Tenants, By Tenants", covering the 2025/26 period. 43 - 60 7 New Supply Programme – Future New Build Sites Submit report by the Chief Officer (Place) seeking approval on the proposed inclusion and removal of development sites within the Council's new supply programme. 61 - 70 8 Open Market Purchase Scheme – Progress Update Submit report by the Chief Officer (Place) providing an update on the ongoing delivery of the Open Market Purchase Scheme. 71 - 78 Page 3 of 222
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9 Mid Market Rent Submit report by the Chief Officer (Place) providing an update on the business case and evidence for the provision of Mid-Market Rent homes in North Lanarkshire. 79 - 96 Financial 10 HRA Medium Term Financial Plan 2027/28 to 2031/32 Submit report by the Chief Officer (Finance and Technology) seeking approval of the Housing Revenue Account Medium Term Financial Plan for 2027/28 to 2031/32. 97 - 108 11 HRA Capital Monitoring Report – 1 April to 19 June 2026 Submit report by the Depute Chief Executive summarising the financial performance for the Housing Revenue Account from 1 April to 19 June 2026. 109 - 118 12 Enterprise and Communities – Capital Monitoring Report Submit report by the Depute Chief Executive highlighting the financial performance of 2026/27 Enterprise and Communities capital programme for the period ending 19 June 2026. 119 - 124 13 Revenue Monitoring Report – Housing Revenue Account Submit report by the Depute Chief Executive summarising the Housing Revenue Account financial performance for the period from 1 April 2025 to 19 June 2026. 125 - 132 14 Revenue Monitoring Report – Enterprise and Communities Submit report by the Depute Chief Executive summarising the financial performance of the Enterprise and Communities service for the period from 1 April 2025 to 19 June 2026. 133 - 142 15 Enterprise and Communities General Debtors Write-Off 2025 Submit report by the Depute Chief Executive presenting a summary of outstanding debtor accounts, deemed uncollectable following all attempts at recovery. 143 - 148 Page 4 of 222
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Performance 16 Strategic Performance Framework - latest performance results for Housing Submit report by the Acting Chief Officer (Housing and Communities) highlighting the six-monthly update on performance. 149 - 160 17 Housing and Corporate Maintenance and Investment Services Contract: Annual Report Submit report by the Acting Chief Officer (Housing and Communities) providing an Annual Performance Report on the Housing and Corporate Maintenance and Investment Services Contract. 161 - 196 Contracts 18 Retrospective Noting NTP Contract Award for Whifflet and Calder Towers Enabling Works Submit report by the Acting Chief Officer (Housing and Communities) advising of the award of a contract for Enabling Works at Whifflet and Calder Tower Blocks in Coatbridge to Keir Construction Limited. 197 - 206 19 Retrospective Noting of Contract Award for Single Building Assessments – Phase Two Consultancy Services Submit report by the Acting Chief Officer (Housing and Communities) advising of the award of a contract for Consultancy Services for Phase 2 of the Single Building Assessment (SBA) programme to AFEC International Limited. 207 - 216 20 Contracts awarded below Committee approval threshold Submit report by the Chief Officer (Assets and Procurement) detailing contracts awarded since the last meeting of the committee. 217 - 222 Page 5 of 222
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref GW/KMcG Date 19/08/26 Scottish Housing Regulator: 2026 Annual Assurance Statement From Gillian Whitehead, Chief Officer (Housing and Communities) E-mail WhiteheadG@northlan.gov.uk 1. Background 1.1 The SHR was empowered by the Housing Scotland Act 2010, and has since 1st April 2013 possessed statutory powers to monitor, assess, report, and intervene (as appropriate) based on the performance of any Social Landlords in Scotland. 1.2 Since April 2019, Social Landlords in Scotland have a statutory annual obligation to produce an Annual Assurance Statement relating to the previous financial year by 31 October each year. North Lanarkshire Council has adopted a process whereby the statement requires to be presented to Committee and is signed by the Convener of Housing prior to submission to the Regulator. These statements are published for every landlord, as well as each landlord making them readily available to all their tenants. Executive Summary The purpose of this report is to seek committee approval on the sign off relating to the seventh Annual Assurance Statement as detailed at appendix 1, prescribed by the Scottish Housing Regulator (SHR). Recommendations It is recommended that the Housing Committee: (1) Recognise and approve the contents of the report and ratify the signing of the Annual Assurance Statement. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth Programme of Work Statutory / corporate / service requirement Item 2 Page 7 of 222
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1.3 From the information submitted on our Annual Return on the Charter (ARC), the SHR publishes a landlord’s report including data from all local authorities. This is reported to committee in a separate report. 2. Report 2.1 The service requires to comply with the regulatory requirements set out in Chapters 3 and 5 of the Scottish Housing Regulator Framework (appendix 2). To ensure that compliance is met the service has appropriate and effective mechanisms in place to support the signing of this year’s Annual Assurance Statement. These processes and actions continue to be maintained, monitored, reviewed, and updated if required on a regular and ongoing basis. 2.2 Within Business Development and Support the team manage and monitor a comprehensive portfolio where it is deemed there are adequate and effective controls, checks and review mechanisms in place. In addition, an evidence base is held including items such as base and formulated performance data, including fully worked examples of performance measures, procedural guides and process maps, completed audit reports and copies of reports submitted to this and other council committees. 2.3 Examples of some of the key measures in place are detailed below: • Submission of the ARC by 31 May each year to the Scottish Housing Regulator • Review, action, and response to any issued SHR risk assessments • Production of an Annual Performance Report based on the ARC return in conjunction with the Tenants Federation • Statutory and non-statutory benchmarking exercises • Monthly performance monitoring including review and scrutiny by the Chief Officer Housing and senior management to review all key performance indicators • Internal target setting and monitoring of performance outcomes • Complaints monitoring and handling system • Regular improvement group meetings for individual areas of business • Four weekly financial monitoring and budgetary control reporting of capital and revenue expenditure aligning with the council’s financial regulations • Adherence with the council’s contract standing orders • Service led audit reviews and inspections • Care inspectorate reviews and reporting • Management of public protection matters through the MAPPA (Multi Agency Public Protection Arrangements) process • Detailed procedural guides and process mapping within all parts of the service • Formalised committee reporting cycles and submission of relevant reports • Reporting on the Plan for North Lanarkshire • Whistleblowing arrangements / policy • Equality and Human Rights • Audit Scotland 2026 Best Value Assurance report. • Audit Scotland - 2024/25 Annual Audit Report • Production of our Strategic Housing Investment Plan (SHIP) 2026/27 – 2030/31 • Production and monitoring of the Housing Asset Management Plan • Development of a new Housing Asset Management Plan 2026-2031 • Production and monitoring of the Local Housing Strategy • The Plan for North Lanarkshire / strategic frameworks • Regular contractor review meetings Item 2 Page 8 of 222
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• Update and review of new / all items in service and corporate risk registers • Data Protection/GDPR reporting and monitoring framework in place • Tenant participation strategy, including tenant scrutiny and performance review • Internal and external audit review 2.4 In March 2026 a letter was sent from the SHR (appendix 3) to provide advice on the preparation of the 2026 Annual Assurance Statement. This year the SHR has asked landlords to provide specific assurance on two areas: • Data on homes. • Compliance with the Scottish Government’s minimum site standards for Gypsy/Traveller sites. We do not provide sites for Gypsy/Travellers as such our statement focuses on the data we have on our homes as well as our compliance with our duties in relation to tenant and resident safety. 2.5 The SHR has also intimated that legally we must: “notify them during the year of any material changes to the assurance in our Annual Assurance Statement” including any areas of non-compliance. There are no areas of non-compliance to report. 3. Measures of success 3.1 Submission, compliance and maintenance on an annual basis of an approved Annual Assurance Statement within the required timescales will be classed as a measure of success. 4. Supporting documentation Appendix 1 2026 Annual Assurance Statement Appendix 2 Chapters 3 and 5 of the SHR Framework Appendix 3 Letter to landlords – Advice on preparing AAS 19 March 2026 Gillian Whitehead Chief Officer (Housing and Communities) Item 2 Page 9 of 222
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Production of an Annual Assurance Statement is a statutory obligation for all landlords. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Item 2 Page 10 of 222
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Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Production of an Annual Assurance Statement (ASS) is a statutory obligation for all landlords. Failure to produce and obtain a sign off from committee would constitute a legal and reputational risk. For this reason, the ASS is included in the risk register for the service and production of the statement and committee report is scheduled for committee cycle 2 each year 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Item 2 Page 11 of 222
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North Lanarkshire Council Annual Assurance Statement 2026 The Housing Committee has considered a range of assurance evidence including internal and external audit reports, regulatory returns, performance information, compliance reporting, risk management arrangements, tenant scrutiny activity, health and safety compliance information and reports from senior officers. We can advise that North Lanarkshire Council are compliant with: • All regulatory requirements set out in section 3 of the Regulatory Framework. • The standards and outcomes in the Scottish Social Housing Charter for tenants, people who are homeless and others who use our services. • Our legal obligations relating to housing and homelessness, equality and human rights, and tenant and resident safety. We are assured that robust frameworks and effective assurance mechanisms are in place to ensure compliance with all tenant and resident safety obligations, including gas, electrical, fire, water and lift safety as well as asbestos and the management of damp and mould. Arrangements are in place to monitor contractor performance and compliance to ensure statutory and contractual obligations continue to be met. Our Contract Strategy Team maintains a register of all repairs and investment contracts, monitoring performance, progress and effectiveness to ensure contracts are delivering the required outcomes and that service continuity is always maintained. There are currently no known areas of non-compliance, however, we recognise our responsibility to notify the SHR of any changes to our compliance position throughout the year and are satisfied that robust arrangements are in place to support this requirement. Data on homes We confirm that we have comprehensive, good quality and up to date information on the construction, components and condition of our homes. We use this information to support the safety and wellbeing of our tenants and residents, while informing strategic asset management decisions and long term financial planning. We maintain accurate asset information for the majority of components within our housing stock. This data, including component age profiles and build information, is used to inform long term investment planning and the development of our capital investment programme. In addition, we undertake over 3000 Scottish Housing Quality Standard (SHQS) surveys annually to monitor compliance and validate stock condition data. These surveys are supplemented by a range of condition based inspections covering other elements such as door Appendix 1 Item 2 Page 12 of 222
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entry systems, close lighting and other common elements. The findings from these surveys and inspections are used to prioritise investment needs and support evidence-based asset management decisions. Beyond our asset management data, we maintain comprehensive historical records spanning over 25 years, including detailed records of repairs and replacements, as well as information on the fixtures and fittings within every home. We continue to invest significantly in our homes through a range of improvement programmes, including energy efficiency measures such as solar panel installations, loft and cavity wall insulation, roof replacement and heating replacement programmes incorporating sustainable heating solutions, and essential health and safety enhancements, including the installation of sprinkler systems in our high-rise and retirement housing stock. A comprehensive survey was undertaken of all properties potentially affected by Reinforced Autoclaved Aerated Concrete (RAAC). Following this, a programme of remedial works was established and is being delivered across all properties where the presence of RAAC was confirmed. Areas of improvement Whilst we have comprehensive and robust asset information in place, we recognise opportunities for further improvement. These include the development of a single integrated asset database, implementation of enhanced asset management functionality within our new housing management system, improved stock condition survey coverage, greater integration of repairs, compliance and investment data, strengthened lifecycle investment modelling and continued use of digital technologies to improve the quality of housing asset information and investment decision making. This Annual Assurance Statement was approved at the meeting of our Housing Committee on 19 August 2026. We confirm that we have seen and considered sufficient evidence to give us this assurance. I sign this statement on behalf of the Committee. Convener of Housing Date: Item 2 Page 13 of 222
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Appendix 2 Item 2 Page 14 of 222
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To: Chief Executives/ Directors of Registered Social Landlords and Chief Housing Officers/ Directors of Housing of Local Authorities 19 March 2026 Dear colleague, Annual Assurance Statement 2026 I am writing to provide advice on preparation of your next Annual Assurance Statement which you are due to submit to us by 31 October 2026. In February 2024 we published revised guidance to support landlords when they are completing the Annual Assurance Statement. This guidance explains we may ask landlords to provide specific assurance on a particular issue in the Annual Assurance Statement. This year, we are asking landlords to provide specific assurance on two areas: • Data on homes. • Compliance with the Scottish Government’s minimum site standards for Gypsy/Traveller sites. Landlords having good quality data on their homes is essential for providing assurance about tenant and resident safety and for financial planning. We are therefore asking all landlords to confirm in the Annual Assurance Statement to be submitted this year that they have comprehensive, good quality and up to date information on the construction, components and condition of their homes. If landlords don’t have this information in place they should confirm they have plans in place to develop this information and when they anticipate having it in place. The SFHA Self Assurance Toolkit may provide you with advice on assurance processes in relation to having good quality data on your homes. Those landlords who provide sites for Gypsy/Travellers should also provide us with specific assurance that their sites comply with the Scottish Government’s minimum site standards for Gypsy/Traveller sites in their next Annual Assurance Statement. Appendix 3 Item 2 Page 17 of 222
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In 2025 we carried out a programme of visits to landlords to discuss their Annual Assurance Statements. During the visits we asked how landlords had assured themselves about compliance with their duties in relation to tenant and resident safety and for Registered Social Landlords, their approach to monitoring and reporting on compliance with their financial covenants. We published a report on the findings from the Annual Assurance Statement visits to share lessons learned. You may wish to refer to this report and our previous reports from our Annual Assurance Statement visits when you are completing your next Annual Assurance Statement. I hope you find this information helpful. If you have any questions about your Annual Assurance Statement, please contact your Engagement Plan lead officer. Thank you, Yours sincerely, Michael Cameron Chief Executive Item 2 Page 18 of 222
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref PH/JS/GA Date 19/08/26 Strategic Housing Investment Plan 2027/28-2031/32 From Pamela Humphries, Chief Officer (Place) E-mail James Stevenson, stevensonjam@northlan.gov.uk Executive Summary The purpose of this report is to seek approval for projects to be included within the next Strategic Housing Investment Plan (SHIP) 2027/28 – 2031/32 which will be submitted to the Scottish Government by 30 October 2026, subject to approval. Recommendations It is recommended that the Housing Committee: 1) Endorse the projects previously approved that have been included within the new SHIP, as outlined in Appendix 1. 2) Approve the new projects for inclusion within the SHIP as outlined in Appendix 2 and in section 2 of this report. 3) Note that the SHIP will be submitted to the Scottish Government by the due date of 30 October 2026 subject to approval at this committee. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth Programme of Work Transforming Places Item 3 Page 19 of 222
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1. Background 1.1 The Strategic Housing Investment Plan (SHIP) identifies affordable housing investment priorities that support the achievement of Local Housing Strategy objectives. It is prepared by the council and submitted to the Scottish Government each year and covers a five-year period. The SHIP forms the basis of the Scottish Government’s Affordable Housing Supply Programme that funds new affordable housing in the area by the council and Registered Social Landlords (RSLs). 1.2 The deadline for the SHIP 2027/28-2031/32 is 30 October 2026. The SHIP will, therefore, be prepared and submitted to the Scottish Government in accordance with the published guidance. 1.3 In 2025/26, the council’s New Supply Programme delivered 126 affordable homes and began construction on a further 347 new build properties, continuing the strong performance of the programme in recent years. Registered Social Landlords (RSLs) also completed a total of 137 new build properties in 2025/26, with a total of 263 new affordable homes delivered across North Lanarkshire. It is projected that approximately 256 homes will be delivered by the council and RSL partners in 2026/27. In addition, approximately 340 homes are scheduled to begin construction during this financial year. 1.4 During 2025/26, the council recorded its largest annual draw down of Scottish Government funding since the Affordable Housing Supply Programme’s inception, utilising £30.2m. While we await the Scottish Government’s official outturn report, it is acknowledged that the combined performance of the council and RSLs enabled wider spend targets to be achieved in North Lanarkshire. 1.5 North Lanarkshire’s Affordable Housing Supply Programme budget allocation for financial year 2026/27 has been confirmed as £36.014m, with a multi-year resource planning assumption of £114.657m available between 2027/28 and 2029/30. Future years are yet to be determined and will be subject to budget decisions by the Scottish Government. 2. Report 2.1 A number of previously approved projects are due to progress during the period 2027/28-2031/32 and are included within the new SHIP. These projects are set out in Appendix 1. It should be noted that a number of projects that were previously approved are no longer included in the SHIP, due to either site viability or scheduled completion of homes expected during this financial year. These projects are set out in Appendix 3. 2.2 All local RSL partners were invited to submit projects they wished to be considered for inclusion within the new SHIP. All potential projects, including the council’s own new build projects, were evaluated in terms of their deliverability and contribution to Local Housing Strategy priorities. The new projects proposed for inclusion within the SHIP for the period 2027/28-2031/32 are outlined in Appendix 2 of this report. In addition, the Affordable Housing Supply Programme also supports the acquisition of homes from the open market, which helps to increase the supply of affordable housing and meet housing need. Item 3 Page 20 of 222
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2.3 The delivery of projects within the Affordable Housing Supply Programme is subject to project viability, available funding and approval by the Scottish Government. The projects proposed for inclusion in the SHIP are estimated to require approximately £203m in grant funding which is 7% above the estimated resource allocation for this period, assuming the average allocation to 2029/30 is replicated in future years, as outlined in section 1.5 above. There is therefore a risk that not all projects identified can be funded within the 2027/28-2031/32 timescale. However, the programme will be regularly reviewed, and projects phased to take account of available resources. The council / RSL partners may also opt to front fund projects and receive subsidy at a later date. It is also likely that some sites may not be economically viable and will not be able to progress. 2.4 The planning and delivery of the Affordable Housing Supply Programme is the subject of on-going dialogue with the Scottish Government, with regular liaison meetings with the More Homes Division to manage and monitor the programme. 3. Measures of success 3.1 The approval of the SHIP will help the council meet its new supply targets within the Local Housing Strategy and will contribute to meeting local housing need. 4. Supporting Documents Appendix 1 Strategic Housing Investment Plan 2027/28-2031/32 – Previously Approved Priorities Appendix 2 Strategic Housing Investment Plan 2027/28-2031/32 – New Priorities Appendix 3 Strategic Housing Investment Plan 2027/28-2031/32 – Removed Priorities (Previously Approved) Pamela Humphries Chief Officer (Place) Item 3 Page 21 of 222
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The development of new affordable housing contributes to reducing inequalities through the provision of good quality, energy efficient and accessible homes to meet housing need. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Affordable Housing Supply Programme is administered by the Scottish Government and provides grant funding for the council’s and RSL partners’ new build programmes. The proposed projects to be included within the SHIP 2027/28-2031/32, as set out in Appendices 1 and 2 of this report, include all council new build sites approved by committee for development. North Lanarkshire’s Affordable Housing Supply Programme combined budget allocation for the initial three financial years of the SHIP period has been confirmed as £114.657m. The budget allocation for the final two years of the SHIP has not been confirmed and will be subject to future budget decisions by the Scottish Government. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Item 3 Page 22 of 222
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The proposals support the council’s strategic priorities and Local Housing Strategy priorities. The proposals also help the council meet its equalities obligations as the new affordable housing will include purpose-built housing to meet particular needs and all properties will be built to Housing for Varying Needs standards, making them more accessible for anyone with a mobility difficulty. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? In terms of the environmental impact, the SHIP has been considered through the Strategic Environmental Assessment (SEA) as required by The Environmental Assessment (Scotland) Act 2005 and there are no major issues of relevance identified. The new homes will be built to modern standards and as a result be more energy efficient, contributing to the reduction in CO2 emissions. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Item 3 Page 23 of 222
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There is a risk that the projected timescales for sites included in the Strategic Housing Investment Plan may slip or that some sites may not be viable which could result in a loss of potential available funding for the area. However as outlined in section 2, this risk is mitigated through the on-going review of the programme and inclusion of new projects where appropriate. A slippage allowance is also built into the programme to allow projects to be brought forward to help maximise spend each year. There is a risk that not all projects identified can be funded within the 2027/28-2031/32 timescale. However, the programme will be regularly reviewed, and projects phased to take account of available resources, and the council / RSL partners can opt to front fund projects and receive subsidy at a later date. The planning and delivery of the Affordable Housing Supply Programme is the subject of on-going dialogue with the Scottish Government to ensure effective delivery and to maximise investment in North Lanarkshire. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex-Service personnel, or their families, or widow(er)s)? Yes ☒ No ☐ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. The council’s New Supply programme previously partnered with Veterans Housing Scotland to deliver housing for Armed Forces Veterans and the current SHIP process supports and encourages new affordable housing for Veterans. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☒ No ☐ The Council’s Strategic Housing Investment Programme is linked to North Lanarkshire Council’s Local Housing Strategy 2026-2028 which identifies the need to support young peoples’ entry into housing where a Children’s Rights and Wellbeing Impact Assessment was undertaken in February 2026. A CRWIA screening is also undertaken for the Strategic Housing Investment Plan on an annual basis. This is published on the council’s website: Child Rights & Wellbeing Screening SHIP 26.27.pdf Item 3 Page 24 of 222
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Appendix 1 Strategic Housing Investment Plan 2027/28-2031/32 Previously Approved Priorities Project Developer No. of Units Strategic Open Market / Empty Home Purchases Abronhill HA 10 East Stewart Gardens, Coatbridge Bield 5 Strategic Open Market / Empty Home Purchases CVHA 50 Caledonian Road, Wishaw Link 21 1-13 Bank Street, Coatbridge NLC 17 Burngreen (Former Health Centre), Kilsyth NLC 10 4 Wishaw Town Centre Sites (Caledonian Road, Graham St, King St, Stewarton St), Wishaw NLC 51 Castlehill Road, Wishaw (Phase 2) NLC 100 Coats Street (Former Jackson Court), Coatbridge NLC 56 Coursington, Draffen Street, Motherwell NLC 84 Cumbernauld South Community Growth Area – Phases 1-3 (AHP) NLC 75 Dunbeth, Coatbridge NLC 114 Dunottar Avenue, Shawhead, Coatbridge NLC 100 Elm Crescent (Former Muirpark Care Home), Viewpark NLC 25 Fern Street, Motherwell NLC 24 Gartlea Road (Coats House), Airdrie NLC 28 Hattonrigg Road, Bellshill NLC 20 Hill Street (Former St Mary’s PS), Caldercruix NLC 25 Hope Street (Former Masonic Hall), Motherwell NLC 10 Kildonan Street (Former Municipal Buildings), Coatbridge NLC 43 Main Street (Anvil Block), Wishaw NLC 32 Main Street, Coatbridge NLC 49 Main Street (Former Police Station), Glenboig NLC 7 Marnoch, Glenboig NLC 30 Millcroft Road, Cumbernauld NLC 72 Motherwell Town Hall, Hamilton Road, Motherwell NLC 20 Newton Drive (Former St Brigid’s PS), Newmains NLC 33 Open Market Purchase Scheme / Empty Homes Purchase Scheme NLC 400 Prospecthill Road, Ravenscraig NLC 48 School Street (Former Columba HS), Coatbridge NLC 127 Tay Street (Former Pentland PS), Coatbridge NLC 18 St Mungo’s Road (Former HMRC), Cumbernauld Sanctuary 184 Loanhead Road, New Stevenson Trust 49 Item 3 Page 25 of 222
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Henderson Street (Former Dundyvan Church), Coatbridge Wheatley 36 Total 1,973 Key AHP – Affordable Housing Policy site (off the shelf purchase) CVHA – Clyde Valley Housing Association NLC – North Lanarkshire Council Item 3 Page 26 of 222
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Appendix 2 Strategic Housing Investment Plan 2027/28-2031/32 New Priorities Project Developer No. of Units Brandon Street (Former Centre Point), Motherwell* NLC 44 Clydesdale Road (Former Works Site), New Stevenson (OTS) NLC 40 Law Drive, Newarthill NLC 36 Lochend Road, Gartcosh (AHP) NLC 12 Maxton Crescent, Coltness, Wishaw NLC 24 3 Coltness Sites, Wishaw NLC 26 Motherwell Road (Former Registrar’s Office), Bellshill NLC 30 Open Market Purchase Scheme / Empty Homes Purchase Scheme (2031/32) NLC 100 Ravens Court, Camp Street, Motherwell (Conversion) Trust 3 Shields Road, Motherwell Trust 32 Summerlee Road, Wishaw Trust 16 Fleming Road, Bellshill Wheatley 36 Total 399 Key AHP – Affordable Housing Policy site (off the shelf purchase) NLC – North Lanarkshire Council OTS - Off the shelf purchase *Subject to approval at this committee. Item 3 Page 27 of 222
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Appendix 3 Strategic Housing Investment Plan 2027/28-2031/32 Removed Priorities (Previously Approved) Key AHP – Affordable Housing Policy site (off the shelf purchase) CVHA – Clyde Valley Housing Association NLC – North Lanarkshire Council Project Developer Status No. of Units Bellaville Grove, Chryston CVHA Not Progressing 24 Chryston Bowling Club, Chryston CVHA Not Progressing 18 East Avenue, Carfin CVHA Not Progressing 33 Main Street, Holytown CVHA Not Progressing 21 Gartloch Road, Gartcosh Link Due to Complete 22 Coshneuk Road, Millerston, Stepps NLC Complete 17 Glasgow Road (Former Village PS), Cumbernauld NLC Not Progressing 8 31-33 Kildonan Street (Former Portland HS), Coatbridge NLC Not Progressing 16 Laburnum Road, Viewpark NLC Due to Complete 26 Heathfield Farm, Gartcosh (AHP) Sanctuary Due to Complete 25 Reema Road, Bellshill Trust Due to Complete 48 Total 258 Item 3 Page 28 of 222
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref GW/TT Date 19/08/26 Update on the Housing (Scotland) Act 2025 From Gillian Whitehead, Chief Officer (Housing and Communities) E-mail WhiteheadG@northlan.gov.uk Executive Summary The Housing (Scotland) Act 2025 (the Act) received Royal Assent on 6 November 2025 and has now been passed into law. The Act is a key component of the Scottish Government’s ‘New Deal for Tenants’ Strategy while responding to Scotland’s declared housing emergency and concerns over affordability, security and housing quality. It aims to strengthen tenants’ rights and protection, introduce long-term rent control mechanisms, improve housing quality and standards, establish a statutory duty to prevent homelessness, and to enhance regulation of the private rented sector. The Act’s provisions are wide-ranging and impose several duties on local authorities and housing associations. Key areas for consideration are around rent controls, homelessness prevention, property standards, enhanced tenants’ rights, domestic abuse, and removal of the cap on council tax for second and empty homes. Whilst some key dates have been announced, many of the provisions require secondary legislation to provide further detail, which is likely to involve further consultation and discussion before being introduced. This report provides an overview of the provisions including an update on commencement dates where available. Recommendations It is recommended that the Housing Committee: (1) Recognise and be aware of the provisions contained within the Housing (Scotland) Act. (2) Acknowledge that there will be implications and future legal requirements for implementation and that there are internal processes in place to consider in detail these implications as they relate to the Council. (3) Acknowledge that future reports will be presented to Committee on a regular basis, as appropriate, to keep members updated on the progression of secondary legislation and commencement dates. Item 4 Page 29 of 222
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1. Background 1.1 The Housing (Scotland) Bill (the Bill) was introduced on the 26 March 2024 by the Scottish Government seeking to deliver its rented sector strategy, including some of the policy areas set out in Housing to 2040 and homelessness prevention legislation. The Bill completed Stage 3 on 30 September 2025 and received Royal Assent on 6 November 2025, thus becoming the Housing (Scotland) Act 2025 (the Act). 1.2 The Act’s provisions are wide-ranging and impose a number of duties on local authorities and housing associations. Whilst some key dates have been announced, the Act is heavily reliant on secondary legislation to implement the Scottish Parliament’s ambitions fully. The Act has seven parts, and this report summarises the key provisions arising from these, with an update on commencement dates, where available, as follows below. 2. Report Rent Controls 2.1 Local authorities have been given the power to designate Rent Control Areas (subject to Scottish Ministers’ approval) for all or part of their area to keep rents affordable for tenants. A periodic assessment of rent conditions must be completed by local authorities and a report submitted to Scottish Ministers stating whether or not a Rent Control Area should be designated. A recommendation may only be made where a local authority is of the opinion that a Rent Control Area “is necessary to protect the social and economic interests of tenants in the area”. 2.2 For those areas that are impacted, landlords will be restricted to an annual rent increase cap set at Consumer Prices Index (CPI) inflation +1%, with a maximum of 6% per year. Rent increases are capped during and between tenancies. 2.3 Mid-market rentals, build-to-rent properties and purpose-built student accommodation are exempt from rent controls in order to encourage investment into these sectors. A tenant will, however, still be able to seek to rent adjudication if they believe a rent increase is unreasonable or unaffordable. They now have up to 30 days from the date of receipt of the notice of rent increase to make any such submission. 2.4 Designation of rent control areas requires secondary legislation to be in place, but the Act sets out that local authorities must submit their first assessment of rent conditions by 31 May 2027 and every 5 years thereafter. The Council are part of the Scottish Government working group actively overseeing the implementation of the rent control areas. We are also awaiting the publication of Scottish Government Guidance to outline the requirements of the assessment. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Item 4 Page 30 of 222
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Homelessness Prevention 2.5 The Act imposes additional duties on local authorities and other relevant bodies to help prevent homelessness. This provision, referred to as “Ask and Act”, is designed to identify and support individuals at risk of homelessness long before they reach crisis point. The prevention duties require relevant public bodies to routinely ask about housing circumstances. Furthermore, support must be offered up to six months before homelessness is likely, expanding the previous two-month window. These new measures aim to shift the focus toward early intervention, stopping people from reaching a housing crisis before they are offered meaningful help. 2.6 Relevant bodies include Registered Social Landlords, Integration Joint Boards, Health Boards and Police Scotland. A relevant body may share information with any other relevant body for the purpose of, or in connection with, the exercise of the “Ask and Act” duties. 2.7 The Scottish Government have indicated that “Ask and Act” duties will not be implemented until Guidance has been produced because these duties require complex data-sharing and multi-agency cooperation. 2.8 The Council has always taken a proactive approach to homelessness prevention and sustainability and there have been several pre-emptive actions taken in advance of this duty being implemented. We have established NL REACH (Responsive, Empowering, Accessible Community Hub), a multi-agency “Ask and Act” pilot to test and embed early intervention and prevention approaches in advance of these new homelessness prevention duties. Property Standards 2.9 The definition of a house meeting tolerable standard is modified to include provisions for guidance issued by Scottish Ministers that further specifies the circumstances in which a house is to be considered to be substantially free from rising or penetrating damp. This allows for stricter conditions on damp and mould to be introduced in all housing tenures. 2.10 The Act also introduces a new right to repair where the landlord is advised by the tenant or otherwise and becomes aware that the tenant’s house is, or may be, affected by damp or mould. Awaab’s law is to be implemented across the rented sector (social and private) from 6th October 2026 to allow for the necessary regulations to pass. The landlord must ensure that an investigation is completed by a competent person within 10 working days of becoming aware of the damp or mould. A competent person means a person who the landlord reasonably believes has the skills and experience to determine if a qualifying repair is needed in relation to the damp or mould. 2.11 The landlord must give the tenant a written summary of the results of the investigation within 3 working days of the investigation being completed. If a repair is required, then the landlord must ensure that this is commenced within 5 working days after the investigation is completed. The landlord is generally expected to investigate and commence the works in these timeframes unless the delay is caused by factors completely out of their control (e.g., severe weather). 2.12 Regulations will be introduced making provision for compensation to tenants where a landlord has clearly failed to comply with their repairing obligations. The Council has developed a process document to underpin a consistent organisational response, and Item 4 Page 31 of 222
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to set out the roles and responsibilities when responding to legal changes in relation to Awaab’s law. Evictions & Damages 2.13 Landlords, courts and tribunals must consider delaying eviction where there is hardship or a risk of homelessness. This duty applies across both the private and social rented sector. Bereavement, illness, pregnancy, hospital admission and other significant life events must be considered before enforcement action is taken. The delay can provide time to access support and reduce the risk of homelessness. 2.14 From the 6 October 2026 the damages which may be awarded for an unlawful eviction will increase to up to 36 times the monthly rent. The First-tier Tribunal must notify the local authority or the Police about unlawful eviction findings. In the case of social tenancy evictions, the Sheriff Court will be required to notify the Scottish Housing Regulator and Police. Enhanced Tenants Rights 2.15 The Act gives both private and social housing tenants the right to request to keep a pet. The request must be made in writing, and the landlord then has 30 days to grant consent with or without conditions or refuse consent. If the landlord does not respond to the request, the consent is automatically granted. Refusals must be reasonable and in line with Scottish Government regulations. 2.16 If a tenant believes a landlord has unreasonably refused permission or attached unfair conditions to the pet’s presence, the decision can be challenged. Disputes in the private sector can be referred to the First-tier Tribunal for Scotland (Housing and Property Chamber) for adjudication. 2.17 Statutory Guidance outlining when it is reasonable for a landlord to refuse to consent to a tenant keeping a pet may follow. As a Council, we support tenants right to keep a pet while acknowledging the fact that in certain cases, permitting this will not be feasible, such as in multi-storey towers and communal entrance flats. A pet policy is now under development, and this will be reviewed once the statutory guidance is produced. 2.18 Private sector tenants can also now request to decorate or make reasonable alterations to their home, and landlords must consider such requests. A landlord cannot unreasonably refuse consent if the tenant has lived in the property for more than six months. Tenants can make very minor changes and decorating updates without needing prior landlord consent. 2.19 A single joint private sector tenant may terminate their lease independently, without requiring the agreement of all other tenants from the 1 April 2027. 2.20 From 1 August 2026 the qualifying period for a partner, family member, or carer to succeed a Scottish Secure Tenancy (SST) upon a tenant’s death is reduced from 12 months to 6 months. This will come into effect from 6 October 2026 for a Private Rented Tenancy (PRT). 2.21 Private rented sector tenants now have up to 30 days (up from 21) to challenge a landlord’s rent increase notice by making a referral to Rent Service Scotland. Item 4 Page 32 of 222
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Domestic Abuse 2.22 The definition of ‘abuse’ in housing legislation has been expanded to include violence, harassment, threatening behaviour, and any other conduct that causes, or is likely to cause, physical or mental injury, fear, alarm or distress. 2.23 All social landlords must take into account whether domestic abuse has contributed to rent arrears before taking action to recover possession and must ensure tenants are provided with information about available support. The Council will review rent arrears procedures to ensure that they align with this approach. 2.24 All social landlords and local authorities are required to publish and adhere to a domestic abuse policy. The Council already has a housing domestic abuse policy and is working with wider Register Social Landlords and domestic abuse advocacy/support providers to develop a North Lanarkshire housing sector wide domestic abuse policy to ensure a consistent approach to domestic abuse. 2.25 Landlords must provide tailored support and information on available services to tenants experiencing or at risk of abuse. 2.26 Regulations on Part 2 of the Domestic Abuse Act, to allow a victim to stay in their social homes and remove a perpetrator) come into effect on 1 August 2026. The Scottish Government has published statutory guidance for social landlords to assist in the implementation of these provisions, enabling social landlords to take a more proactive role in supporting and protecting victims/survivors of domestic abuse. Council Tax 2.27 The Act removes the cap on the premium charge for second and empty homes, enabling Local Authorities to set the charge at whatever rate is locally appropriate. The current cap is set at 100% premium on Council Tax for second and empty homes. This applies from the 1 April 2026. Other relevant measures 2.28 The Act introduces powers to make provision via regulation for the declaration of a national housing emergency by Ministers. It also confers a separate power to issue guidance to Local Authorities on declaring housing emergencies, such as circumstances which warrant the declaration, the actions to be taken and when a housing emergency ends. The Scottish Government are to begin scoping work with local authorities, COSLA and ALACHO on the guidance, ahead of the Cabinet Secretary formally writing to local authorities setting out the process and timeline. 2.29 The Act allows the transfer of funding from council General Fund to Housing Revenue Account, without prior consent of ministers. The Chief Finance Officer (serving as the proper Section 95 Officer) must verify that any transfer from the General Fund to the HRA is prudent, affordable and sustainable. This will be an option available to local authorities should they choose to use it. Conclusion 2.30 The Housing (Scotland) Act 2025 imposes a number of new duties on the Council which will be implemented over the coming years, some of which are subject to secondary legislation. Scottish Government funding to support the delivery of the Act has not yet been agreed. Item 4 Page 33 of 222
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2.31 Further updates on the progress of relevant secondary legislation will be submitted to Committee as appropriate. 3. Measures of success 3.1 Compliance with the Act whilst minimising any potential impact to council services as a result. 4. Supporting documentation Housing (Scotland) Act 2025 Housing (Scotland) Bill Domestic Abuse - Social Housing Tenancy Provisions: Guidance for Social Landlords Gillian Whitehead Chief Officer (Housing and Communities) Item 4 Page 34 of 222
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☒ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☒ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Item 4 Page 35 of 222
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Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 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 ☒ Item 4 Page 36 of 222
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref GW/JS Date 19/08/26 NL REACH: Ask and Act Pilot From Gillian Whitehead, Chief Officer (Housing and Communities) E-mail WhiteheadG@northlan.gov.uk 1. Background 1.1 A total of 15 projects across Scotland have been successful in securing funding from a £4 million funding pot from Scottish Government aimed at finding new ways of preventing people from becoming homeless in Scotland. 1.2 This funding, which is being administered by the charity Advice Direct Scotland, seeks to test new ‘Ask and Act’ measures, with the project findings expected to shape future regulations and guidance in relation to the new homelessness prevention duties set out in the Housing (Scotland) Act 2025. Executive Summary This report provides an overview of the NL REACH (Responsive, Empowering, Accessible Community Hub) pilot, which forms part of North Lanarkshire’s approach to delivering the new “Ask and Act” homelessness prevention duties under the Housing (Scotland) Act 2025. The pilot is funded through the Scottish Government’s homelessness prevention programme and is one of 15 national projects testing how services can work more effectively together to prevent homelessness at an earlier stage. Recommendations It is recommended that Housing Committee: (1) Acknowledges the progress made through the NL REACH pilot and its contribution to strengthening homelessness prevention. The Plan for North Lanarkshire Priority All priorities Ambition statement (12) Ensure our residents are able to achieve, maintain, and recover their independence through appropriate supports at home and in their communities Programme of Work Resilient People Item 5 Page 37 of 222
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1.3 The Council’s housing service was successful in an application for the fund, and is one of the 15 pilot projects selected across Scotland from more than 65 application submissions, making North Lanarkshire’s selection a significant achievement. The Council has secured £221,947 to deliver the pilot project, NL REACH (Responsive, Empowering, Accessible Community Hub) for a period of 12 months to test new ways to enable services and partners to identify and respond to housing risk at an earlier stage. 2. Report Overview of NL REACH 2.1 NL REACH has been developed as a multi-agency community hub, bringing together Housing, Social Work, NHS Lanarkshire, Police Scotland, the Alcohol and Drug Partnership and voluntary sector partners. 2.2 At the centre of the model is an Integrated Response Group (IRG), a daily multi-agency forum which reviews cases, shares information across services, and agrees coordinated, person-centred prevention plans. 2.3 Support is then delivered by the most appropriate services, ensuring individuals receive timely, joined-up support, without needing to navigate multiple agencies and pathways. Delivery and Progress 2.4 The pilot project is structured across two phases. Phase 1 has focused on individuals presenting as homeless through out of hours services, with discussion via the IRG enabling services to: • Identify individuals already known to services. • Highlight unmet need. • Recognise where earlier intervention could have prevented homelessness. 2.5 Early analysis indicates that a significant proportion of individuals presenting as homeless out of hours were already known to one or more services prior to crisis point. This highlights clear opportunities for earlier intervention through improved information sharing and coordinated multi-agency response. 2.6 Key elements of the model/approach have been established, including: • A multi-agency partnership with agreed governance and processes. • Development of formal data sharing arrangements and information governance processes to enable timely, lawful and proportionate sharing of information across partner agencies, supporting earlier identification of housing risk and coordinated intervention. • An operational hub model supporting coordinated decision-making. 2.7 Two properties providing short-term crisis accommodation have also been developed and are now ready for use, as part of the pilot project. 2.8 Alongside this, a programme of ‘Socialudo’ training is also being rolled out across council services and partner organisations. This interactive training approach supports a more person-centred, trauma-informed model of practice, helping staff to better understand the barriers experienced by people who are homeless/risk of homelessness Item 5 Page 38 of 222
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of navigating services, to strengthen partnership working, enabling earlier identification and response to housing risk. 2.9 Phase 2 is currently being considered by the service and will be shaped by analysis of data and findings from Phase 1 and informed by discussions with partners. Positive Impact 2.10 NL REACH has been recognised as part of the Scottish Government’s wider homelessness prevention programme and has recently received positive media coverage, highlighting North Lanarkshire’s role in developing innovative approaches to homelessness prevention. 2.11 The pilot positions North Lanarkshire well in delivering practical, system-wide approaches to homelessness prevention, contributing to national learning on place- based, multi-agency models. 2.12 As part of this wider programme of work, NL REACH has contributed to, and benefited from, increased collaboration across pilot areas. This has enabled the sharing of learning, including emerging best practice, challenges and effective approaches to early intervention, strengthening the overall impact of the programme. 3. Measures of success 3.1 Effective prevention and early intervention to tackle homelessness. 4. Supporting documentation N/A Gillian Whitehead Chief Officer (Housing and Communities) Item 5 Page 39 of 222
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☒ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☒ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Item 5 Page 40 of 222
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Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 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 ☒ Item 5 Page 41 of 222
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref GW/TL Date 19/08/26 Tenant Participation Strategy Annual Progress Update From Gillian Whitehead, Chief Officer (Housing and Communities) E-mail WhiteheadG@northlan.gov.uk 1. Background 1.1 This report provides the first annual review on the progress made towards the actions set out in the new Tenant Participation Strategy “For Tenants, By Tenants”, 2025– 2030, which was approved at Housing Committee in November 2024. It also provides an overview of some of the key achievements and successes over the period. 1.2 The strategy aims to maximise consultation and participation opportunities for tenants and other customers, provides the main source of information relating to tenant participation and outlines the opportunities to participate in shaping and informing the housing service and standards. Executive Summary The purpose of this report is to provide an annual progress review for the Tenant Participation Strategy - “For Tenants, By Tenants”, covering the 2025/2026 period. Recommendations It is recommended that the Housing Committee: 1) Acknowledge the launch of the new Tenant Participation Strategy 2025- 2030 which was approved previously at Housing Committee, which sets out the Council’s approach to tenant participation and planned activities for the five-year period. 2) Recognise the progress achieved over 2025/26 in respect of the actions and milestones set out in the strategy Tenant Participation Strategy 2025-2030.pdf. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (19) Improve engagement with communities and develop their capacity to help themselves Programme of Work Statutory / corporate / service requirement Item 6 Page 43 of 222
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1.3 All future progress reports will be based on the actions set out in the new strategy and will detail the objectives and milestones that will be achieved over the next five-year period 2025 – 2030 and will be reviewed annually. 2. Report 2.1 The Tenant Participation Team’s focus for 2025/26 was to actively work with tenants & residents to introduce the new co-produced Tenant Participation Strategy for 2025- 2030. By reviewing the actions outlined in the strategy, the team and tenants were able to engage in informed discussions and collaboratively agree on future plans. 2.2 During 2025/2026, there was a significant focus on forward planning, as 2026 marked a major milestone for the Tenant Participation movement in North Lanarkshire. This included preparations for the North Lanarkshire Federation (NLF) of Tenants & Residents’ 20th Anniversary. The period also incorporated a reflective element, recognising key achievements and challenges over the past two decades, while setting out aspirations for the future 2.3 This process involved an in-depth assessment of our service, partnerships, activities, successes, alongside areas for potential improvement which helped foster new ideas for engagement. 2.4 Progress has been significant, evidenced in the Tenant Participation Team being recognised at the 2025 CIH Scotland Housing Awards by winning the prestigious Housing Team of the Year award. 2.5 The Tenant Participation team, in collaboration with NLF, remains committed to nurturing meaningful engagement with tenants and residents across the authority. A diverse range of initiatives, including, consultations, tenant-led meetings, food for thought sessions, and tenant scrutiny opportunities ensures that individuals have multiple avenues to participate, voice their perspectives, and contribute to community decision-making. 2.6 We remain committed to supporting both new and established tenants’ and residents’ groups, with a significant rise in engagement from emerging groups in under- represented areas, as well as from individual participants, over the last year. 2.7 Good progress has been made over the last year, with 81% (50 of 62) of the milestones commenced and on track and a further 19% (12 of 62) complete. Status updates on all actions are set out in the attached appendix to this report. Further detail on the progress of each individual action and milestone is reported to the Tenant Participation Steering Group on a regular basis and can be made available to members on request. Key Achievements 2.8 There have been several key achievements over 2025/26, these include, but are not limited to: • 2025/26 has proven to be the most successful year to date in relation to developing and facilitating engagement opportunities and saw the highest ever attendance at both annual tenants’ conferences (NLF and NLC), with excellent feedback received. • Supporting new & existing groups; including helping groups that were at risk of disbanding to reconnect with the community by hosting a series of public meetings, groups successfully re-established (Shotts & Summerlee, with Allanton Item 6 Page 44 of 222
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& Townhead expected 2026/27) and supported the establishment of 3 new groups (Salsburgh, John Smith Court & Meadowside Gardens). • Supported/encouraged groups to apply for internal & external funding, with the most notable success being, James Dempsey Gardens being awarded over £19,000 from the big lottery fund. • A continuous programme of events and training has been delivered with the programme regularly updated with details of upcoming events which is widely circulated to encourage participation. • To enhance the popular NL in Bloom competition and encourage young people to get involved, the team launched a Sunflower growing competition with over 51 primary schools participating. Each child was delivered a participation certificate, prior to school holidays (2569) and 19 children were presented with special awards. • Hosted North & South Christmas parties for Retirement Housing Tenants to encourage participation (over 400 places booked, 32 complexes). • Increase in NL in Bloom Competition entries & winners, which saw 22 first time entries. • NLF Business Plan aims to deliver a minimum of 4 Food for Thought sessions & 4 Open Meetings per year, by working in partnership with the Tenant Participation team this target was exceeded (14 sessions 2025/26). • To ensure tenants voices are heard the team facilitated a series of consultations/info sessions throughout the year: o Consulted Tenants & Residents on the development of the Housing Asset Management Plan & Local Housing Strategy. o Facilitated a joint tenant & staff working group to support the development of the Annual Performance Report. o Organised & attended all info sessions relating to Digital Masterplan . • Tenant Scrutiny ‘Review of Retirement Housing Design and Technology’ concluded April 2025, report findings resulted in the establishment of a brand- new Retirement Housing Sub-Committee. • Void Standard Scrutiny Commenced August 2025, with high levels of attendance. • A full review of Sub-Groups (now known as Sub-Committees) was carried out and approved by relevant Chief Officers. • Fund raising for the local Guide Dog’s Charity through the NLF 2025 conference. • Supported the return of NLFs McMillan Coffee Morning (fourth year), which saw a 36% increase in the amount raised from £1107.20 in 2024 to £1502.61 in 2025. 2.9 In addition to the key achievements highlighted, the Tenant Participation team supported and facilitated: • 14 Food for Thought Sessions/Open Meetings • 4 Business Plan Meetings • 4 Tenant Participation Steering Group Meetings • 3 Performance Report Meetings • 14 Sub-Group Meetings (NL Ambitions, Land & Waste Management, Roads & Street Lighting & Retirement Housing) • 8 Conference/20th Anniversary Planning Meetings • 2 Award Scoring meetings • 10 Policy Review Meetings (Code of Conduct, NLF Constitution, Sub-Committee Review) • 4 Independent Scrutiny Contract Monitoring Meetings Item 6 Page 45 of 222
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Training • Study visits, New Build Sites • Stepping up to Scrutiny Training (staff & Tenants) • Joint Tenant & Staff training • Peer Learning (Fife, Edinburgh LA) 3. Measures of success 3.1 Continued implementation of the Tenant Participation Strategy and progress made towards actions contained in the strategy. 3.2 Provision of accessible and meaningful participation and engagement opportunities that will ensure high levels of satisfaction with tenants’ opportunities to participate in landlord’s decision making. 4. Supporting documentation Appendix 1 – Tenant Participation Strategy 2025-2030 Action Plan Status Update Gillian Whitehead Chief Officer (Housing and Communities) Item 6 Page 46 of 222
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☐ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Item 6 Page 47 of 222
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Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Item 6 Page 48 of 222
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Appendix – Tenant Participation Strategy 2025-2030 Action Plan Status Update Status Descriptor Complete Activity/action complete with no further action required On track Progress is as planned with no significant risks or issues Slightly delayed Some issues or delays exist that could affect progress if not addressed Significantly delayed Major issues are preventing progress objectives are unlikely to be met without immediate intervention Not started Activity not started as not due to commence until a later date Objective 1: Enhance participation, capacity and empowerment across our communities Action Milestones Timescale Lead Status Key Action 1.1 In partnership with our tenants and residents annually review the Tenant Participation Strategy and update the action plan • Complete an annual review of the Tenant Participation Strategy to align with current policy and legislative requirements 2025-2030 TPT/Tenant Representatives On track • Update progress on achieving actions within the plan Annual TPT/Tenant Representatives On track • Involve tenant representatives in an appraisal of the actions contained in the new strategy 2025 - 2030 TPT/Tenant Representatives On track • Continue quarterly reporting on the strategy actions Quarterly TPT/Tenant Representatives On track Key Action 1.2 Review and revitalise local tenant participation action plans in consultation with • Annual review of tenant participation at locality level Annual Local Groups, Chairpersons’ Meetings, TPT & LHT On track Item 6 Page 49 of 222
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Objective 1: Enhance participation, capacity and empowerment across our communities Action Milestones Timescale Lead Status local groups and chairpersons’ meetings • Quarterly TPT and Locality Manager meetings to discuss actions Quarterly Local Groups, Chairpersons’ Meetings, TPT & LHT On track • Deliver joint tenants and staff training annually promoting awareness of the process of tenant participation at locality level Annual Local Groups, Chairpersons’ Meetings, TPT & LHT On track • Encourage attendance of tenants at local tenant participation meetings Annual Local Groups, Chairpersons’ Meetings, TPT & LHT On track Key Action 1.3 Consider and develop opportunities for social forms of engagement that will encourage tenant participation and build capacity within communities • Consult with tenants and residents to develop a range of social forms of engagement that encourage tenant participation and build capacity 2025-2030 TPT On track • Develop a guidance note to outline social activities that can be supported through tenant participation grant funding 2025 TPT Complete • Provide support to tenants’ and residents’ groups to create a diary of social activities 2025-2030 TPT On track Item 6 Page 50 of 222
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Objective 1: Enhance participation, capacity and empowerment across our communities Action Milestones Timescale Lead Status Key Action 1.4 Develop an annual tenant participation training and information programme • Develop a revised training plan for tenant participation 2025 TPT Complete • Consult with tenants and residents on future training and information requirements 2025-2030 TPT On track • Consult voluntary and public sector organisations on potential joint training opportunities 2025-2030 TPT On track • Develop information programme 2025-2030 TPT Complete Key Action 1.5 Review arrangements in relation to grant assistance to support tenants’ and residents’ groups and NLF • Review current funding arrangements 2025-2030 TPT/NLF On track • Consider review and tenant scrutiny findings to inform future resourcing 2025-2030 TPT/NLF On track • Consult on and develop proposals in relation to tenant participation 2025-2030 TPT/NLF Complete Key Action 1.6 Continue to develop effective communication to • Provide high quality information in plain language that can be accessed in a range of formats and languages 2025-2030 TPT/NLF On track Item 6 Page 51 of 222
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Objective 2: Continue to develop engagement opportunities for our tenants, residents and under-represented groups that will develop their capacity to help themselves Action Milestones Timescale Lead RAG Key Action 2.1 Work with our tenants and residents to produce and review the ‘Tenant Participation Guide’ • Consult and engage with tenants on content 2025-2030 TPT On track • Develop and produce a ‘Guide to Tenant Participation’ including Code of Practice, NLF Business Plan, Code of Conduct, Terms of Reference, Constitution, Evaluations, Grant Applications 2026 On track Objective 1: Enhance participation, capacity and empowerment across our communities Action Milestones Timescale Lead Status help ensure involvement opportunities are accessible for everyone • Develop and maintain a register of tenants and residents who require information in alternative formats or languages or need specific assistance to participate to their full potential 2025 TPT/NLF On track • Review existing tenant participation information available via the Council website or printed form to ensure it is accessible and easy to understand 2025 TPT/NLF Complete Item 6 Page 52 of 222
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Objective 2: Continue to develop engagement opportunities for our tenants, residents and under-represented groups that will develop their capacity to help themselves Action Milestones Timescale Lead RAG • Consider and develop opportunities that will increase participation and reduce administrative burden on groups and individuals starting their tenant participation journey 2025-2030 On track Key Action 2.2 Undertake annual tenants’ engagement opportunities to inform and influence service delivery • Develop and publicise annual diary of engagement opportunities Annual TPT/NLF On track • Carry out regular consultation on rent increases and provide clear and concise information to help tenants make informed choices Annual TPT/NLF On track • Assist NLF to develop an Open Meeting programme on key service areas 2025-2030 TPT/NLF On track • Assist NLF to develop and implement their Food for Thought (FfT) Programme 2025-2030 TPT/NLF On track • Ensure recommendations and findings from FfT programme Annual TPT/NLF On track Item 6 Page 53 of 222
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Objective 2: Continue to develop engagement opportunities for our tenants, residents and under-represented groups that will develop their capacity to help themselves Action Milestones Timescale Lead RAG Key Action 2.3 Raise awareness of tenant participation services and activities within our local communities and council services • Encourage more individuals to become involved in tenant participation Annual TPT/LHT On track • Increase visibility of staff within communities 2025-2030 TPT/LHT On track • Ensure the voice of tenants and residents is represented at the Community Boards 2025-2030 TPT/LHT On track Key Action 2.4 Increase involvement of under-represented groups in tenant participation • Improve our understanding of the profile of tenants and residents involved in tenant participation 2025-2030 TPT On track • Implement a framework for gathering equality monitoring data for tenants and residents involved in tenant participation 2025 TPT Complete • Undertake annual analysis of equality monitoring information to identify under-represented group Annual TPT On track • Develop an action plan to increase involvement of under-represented groups/ individuals 2025 (and kept under review) TPT On track Item 6 Page 54 of 222
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Objective 2: Continue to develop engagement opportunities for our tenants, residents and under-represented groups that will develop their capacity to help themselves Action Milestones Timescale Lead RAG • Establish connections with pan Lanarkshire Gypsy Traveller Strategic Group to explore opportunities to support engagement and participation of the Gypsy Traveller community in shaping services 2025 TPT Complete • Work with NLC Equalities Manager to identify opportunities to increase awareness of tenant participation amongst under-represented groups linking to the Council’s Equality Strategy 2025 - 2030 TPT On track Objective 3: Ensure effective use of tenant participation resources to involve tenants and residents in the decisions, and development of services and supports Action Milestones Timescale Lead RAG Key Action 3.1 Review Tenants’ Newsletter • Carry out market research to determine best media/form for newsletter Ongoing ALL On track • Implement Newsletter Working Group to involve tenants and residents in assisting with content ideas and tenant articles 2025-2030 ALL On track Item 6 Page 55 of 222
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Objective 3: Ensure effective use of tenant participation resources to involve tenants and residents in the decisions, and development of services and supports Action Milestones Timescale Lead RAG • Produce two Tenants Newsletters annually Bi-annual ALL On track Key Action 3.2 Further develop use of technology to promote and increase tenant participation • Review electronic publicity methods and implement findings 2025 TPT/NLC Complete • Increase use of social media and council website to inform, involve and engage on tenant participation 2025-2030 TPT/NLC On track • Develop and implement training programme for social media training for tenants’ and residents’ groups and individuals 2026 TPT/NLC Complete • Develop virtual tenants’ and residents’ opportunities for engagement and participation 2025-2030 TPT/NLC On track Key Action 3.3 Develop ongoing programme of tenant scrutiny topics and activities • Complete annual programme of tenant scrutiny activities and implement recommendations/findings Annual TPT/NLF On track • Assist NLF to develop annual programme of tenant scrutiny Annual TPT/NLF On track Item 6 Page 56 of 222
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Objective 3: Ensure effective use of tenant participation resources to involve tenants and residents in the decisions, and development of services and supports Action Milestones Timescale Lead RAG • Review current service delivery model 2026 TPT/NLF Complete Key Action 3.4 Deliver tenant participation services at a neighbourhood level to respond to needs as they arise • Develop short-life groups to address particular local housing issues Annual TPT On track • Improve communication and relationships by keeping groups and individuals updated on staff changes within local teams 2025-2030 TPT On track • Ensure all frontline housing staff are consistently trained and informed in relation to tenant participation 2025-2030 TPT On track • Provide joint training opportunities in relation to tenant participation for staff in other services 2025-2030 TPT On track • Continue to develop relationships with other council services to enable ‘piggy backing’ at wider engagement events to promote tenant participation 2025-2030 TPT On track Item 6 Page 57 of 222
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Objective 4: Demonstrate continued commitment to customer satisfaction and feedback Action Milestones Timescale Lead RAG Key Action 4.1 Review methods for measuring tenant satisfaction to reflect demographic profile of our tenants and meet requirements of the Scottish Housing Regulator • Complete review 2025-2030 HS/TPT Complete • Develop bank of case studies to demonstrate achievements and successes 2025-2030 HS/TPT On track • Complete review of how we report back to tenants and residents on the findings, recommendations and actions in relation to tenant surveys 2026 HS/TPT On track Key Action 4.2 Continue to develop and maintain a database of tenants/ customers who have agreed to be contacted to take part in consultation • Database reviewed annually and updated regularly Annual TPT On track Key Action 4.3 Produce an annual performance report in consultation with tenant representatives and in line with Charter guidelines • Annual Performance Report produced and submitted Annual HS On track • Review and refresh the sub-group comprised of NLF representatives and ensure regular schedule 2025-2030 HS Complete Item 6 Page 58 of 222
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Objective 4: Demonstrate continued commitment to customer satisfaction and feedback Action Milestones Timescale Lead RAG of meetings to look at the ARC, Performance Report & the Annual Assurance Statement Key Action 4.3 Annually review outcomes for NLF Subgroups • Complete annual review of NLF Sub-Committees using the Place Standard tool Annual TPT On track • Implement review findings 2025-2030 TPT On track • Develop programme of activity to be shared with other council services to demonstrate how wider council engagement is vital to success 2025- 2030 TPT On track Abbreviation Description NLF North Lanarkshire Federation TP Tenant Participation TPT Tenant Participation Team LHT Local Housing Team NLC North Lanarkshire Council NL North Lanarkshire Item 6 Page 59 of 222
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FfT Food for Thought CP Chairpersons EW Estate Walkabouts HS Housing Solutions TPSG Tenant Participation Steering Group RHO Retirement Housing Officer HA Housing Association EC Executive Committee TARA Tenants and Residents Association LOIP Local Outcome Improvement Plan AGM Annual General Meeting HAMP Housing Asset Management Plan LHS Local Housing Strategy Item 6 Page 60 of 222
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref PH/JS Date 19/08/26 New Supply Programme – Future New Build Sites From Pamela Humphries, Chief Officer (Place) E-mail stevensonjam@northlan.gov.uk . 1. Background 1.1 In February 2025, Committee approved proposals to increase the New Supply Programme to deliver 6,000 new homes by 2035. A variety of delivery methods are used to achieve this target which includes traditional new build, Off the Shelf (Affordable Housing Policy), Development Pathfinder and Open Market Purchase Scheme. As of 05th December 2025, 1,673 new build homes have been completed, with a further 375 homes currently under construction. A summary of progress within the new build programme is included in Appendix 1. Executive Summary The purpose of this report is to seek approval on the proposed inclusion and removal of development sites within the council’s new supply programme which aims to deliver 6,000 homes by 2035. Sites approved for inclusion will undergo further appraisal to evaluate the practical and financial viability of the site, including consideration of technical factors such as geotechnical and environmental conditions, accessibility and legal considerations. Recommendations It is recommended that the Housing Committee: 1) Approves the inclusion of the proposed site outlined in section 2.1 of this report within the New Supply Programme. 2) Approves the removal of sites listed in section 2.2 of this report from the New Supply Programme. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth Programme of Work Transforming Places Item 7 Page 61 of 222
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2. Report 2.1 To deliver the council's ambitious Programme of Work, development opportunities are identified and evaluated for potential inclusion within the new supply programme. The sites outlined below are recommended for inclusion in the programme, allowing detailed ground investigations, consultations regarding service connections and legal checks to be carried out. Analysis on both the feasibility and economic viability of the proposed development also form part of the assessment. It is proposed that the following sites be considered for future development: • Approximately 44 units at Brandon Street, Motherwell (former Centre Point site). A Location Plan for the site identified above is included in Appendix 2. 2.2 The following sites are proposed for removal from the programme for the reasons outlined below: • Glasgow Road, Cumbernauld (former Cumbernauld Village Primary School): The Council has engaged with several developers, including modular construction providers, but have been unable to identify a financially viable development proposal for the site given the scale of the proposed development (8 units). Challenging ground conditions have further impacted the site's viability and contributed to the conclusion that residential development is currently unfeasible. Services are assessing alternative uses for the land. • Kildonan Street (Portland High School): The former high school building is of historic significance, located within a conservation area, and should be retained in accordance with national planning policy (NPF4). This requirement has increased development costs and constrains the site layout, particularly in relation to vehicular access, parking provision, and the delivery of adequate amenity space. The building continues to operate as an education facility, and alternative uses are being considered. A Location Plan for each site identified above is included in Appendix 2. 2.3 Demand analysis for proposed inclusions have been fully considered and consultation with local Elected Members and North Lanarkshire Federation of Tenants & Residents Associations has taken place regarding inclusion of these sites. 3. Measures of success 3.1 The measure of success will be the effective delivery of the council’s new supply programme, which aims to deliver 6,000 homes by 2035. 3.2 The new supply programme will also contribute to the regeneration of town centres within North Lanarkshire, which remains a key priority within the Transforming Places Programme of Work. Item 7 Page 62 of 222
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4. Supporting documentation Appendix 1 Summary of New Build programme Appendix 2 Site Locations Pamela Humphries Chief Officer (Place) Item 7 Page 63 of 222
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The new build programme includes measures that will help reduce inequalities of outcome through certain design features including: • Housing for Varying Needs to make homes as accessible as possible. • Secure by Design to make homes and the surrounding environment as safe and secure as possible. • Achieving the Scottish Government requirements for Greener Homes to reduce the incidence of fuel Poverty. • Facilitating improved access to high-speed internet capabilities including installation of ‘fibre to the property’. If Yes, has an assessment been carried out and published on the council’s website? New Supply Programme (Equality Impact Assessment) | North Lanarkshire Council Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The new supply programme is funded through a combination of prudential borrowing, capital funding, Scottish Government grant funding and subsidy income. The Affordable Housing Supply Programme grant funding for new build is £104,353 per unit, based on a 3-person equivalent which includes grant funding for additional quality measures and renewables. All approved sites are factored into the 5-year HRA Capital Programme financial planning and reviewed on an annual basis. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☒ No ☐ Item 7 Page 64 of 222
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If Yes, please provide a brief summary of the impact? Legal will be instructed to carry out any necessary title diligence on the sites and conveyancing work required to facilitate any purchases. New Supply will engage with Legal throughout the appraisal and development stages. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? There are no direct technology/digital impacts directly arising from this report. All new homes will include physical infrastructure necessary for gigabit-capable connections up to a network distribution point, in line with the Councils Digital Connectivity Masterplan for affordable housing. Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Intrusive ground investigations will be undertaken as part of the due diligence associated with determining the suitability of sites for development. This is undertaken in liaison with North Lanarkshire Council’s Environmental Health (Pollution Control) to ensure that appropriate investigations are undertaken. The new homes are built to higher energy efficiency and sustainability standards, which helps to reduce future carbon emissions from the properties. This is done via a fabric first approach, while incorporating renewable technologies where appropriate, e.g. providing minimum of EPC B certification, Silver Standards 1 and 2, non-gas heating systems, battery storage and EV charging. The Council’s New Supply Programme will ensure that the impact on the Council’s carbon footprint is mitigated. The specifications incorporated within the contract documentation will: deliver reduced energy need; encourage sustainable construction; promote health and wellbeing; reduce waste and resources through Item 7 Page 65 of 222
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effective storage, collection and composting of waste and recyclable materials and include measures which will reduce CO2 emissions. For off-the shelf purchases all such statutory consents would apply and other considerations are included in the negotiations including specification agreement between the Council and Developers prior to acquisition. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Risk associated with the New Supply Programme is managed within the council’s project management and risk register process. By undertaking detailed Ground Investigation and other relevant site assessments, prior to proceeding with the development of any site, the council is mitigating the risk of unforeseen costs relating to ground conditions, although this risk cannot be eliminated entirely. In the case of off the shelf purchases these risks are borne by the developer. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex-Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☒ No ☐ The Council’s Strategic Housing Investment Programme is linked to North Lanarkshire Council’s Local Housing Strategy 2021-2026 which identifies the need to support young people entry into housing where a Children’s Rights and Wellbeing Impact Assessment was undertaken in March 2021. Item 7 Page 66 of 222
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Appendix 1 - New Build Sites Summary (as 9 July 2026) Area Location Units Comments Completion Year Holytown Main St 10 Completed (Amenity) 2010/11 Holytown Spruce Way 10 Completed 2010/11 Motherwell Ravenscraig (David Wilson Homes) 18 Completed (off the shelf) 2010/11 (2010/11) 38 Airdrie Clarkston PS 19 Completed 2011/12 Millerston Coshneuk Rd 11 Completed (Amenity) 2011/12 Cumbernauld North Rd 29 Completed 2011/12 Wishaw Cambusnethan PS 20 Completed (Amenity) 2011/12 (2011/12) 79 Viewpark Laburnum Rd (Phase 1) 12 Completed 2012/13 (2012/13) 12 Viewpark Laburnum Rd (Phase 2) 28 Completed 2013/14 Moodiesburn Gartferry Road 50 Completed 2013/14 Cumbernauld Westfield Drive 30 Completed 2013/14 (2013/14) 108 Airdrie Former Albert PS 14 Completed 2014/15 Chryston Lanrig Rd 27 Completed (Amenity) 2014/15 Coatbridge Corsewall St 14 Completed 2014/15 (2014/15) 55 Bellshill Former Belvidere PS 20 Completed 2015/16 Kilsyth Fisher Ave 30 Completed 2015/16 Chryston Old Lindsaybeg Rd (Persimmon) 14 Completed (off the shelf) 2015/16 (2015/16) 64 Motherwell Glencairn Tower site 25 Completed 2016/17 (2016/17) 25 Viewpark Former Tannochside PS 16 Completed 2017/18 Wishaw Walkerburn Dr, Coltness 20 Completed 2017/18 Cumbernauld Cardowan Drive 30 Completed 2017/18 Cumbernauld Kildrum Nursery 16 Completed 2017/18 Chryston Station Rd (Persimmon) 30 Completed (off the shelf) 2017/18 Chapelhall Former St Aloysius PS (Phase 1) 24 Completed 2017/18 (2017/18) 136 Chapelhall Former St Aloysius PS (Phase 2) 6 Completed 2018/19 Cumbernauld Brown Road 20 Completed 2018/19 New Stevenston Former New Stevenston PS 15 Completed 2018/19 Chryston Greenlea Road 21 Completed 2018/19 Coatbridge Old School Court 20 Completed 2018/19 Airdrie Former Alexandra PS 14 Completed 2018/19 Harthill Former Harthill PS 20 Completed 2018/19 (2018/19) 116 Motherwell Cleekhimmin, Ravenscraig (Barratt) 10 Completed (off the shelf) 2019/20 Coatbridge Blair Road 40 Completed 2019/20 Motherwell Calder PS 30 Completed 2019/20 Gartcosh Johnston Road / Inchnock Ave (Phase 1) (Bellway) 16 Completed (off the shelf) 2019/20 Cumbernauld Cedar Road Nursery 14 Completed 2019/20 Chryston Main Street (Bellway) 18 Completed (off the shelf) 2019/20 Wishaw Meadowhead Rd, Ravenscraig (Keepmoat) 11 Completed (off the shelf) 2019/20 (2019/20) 139 Bellshill Caledonian Avenue (Phase 1 ) 19 Completed 2020/21 Wishaw Dimsdale Road (Phase 1) 6 Completed 2020/21 (2020/21) 25 Bellshill Caledonian Avenue (Phase 2) 8 Completed 2021/22 Wishaw Dimsdale Road (Further Phases) 55 Completed 2021/22 Coatbridge St James PS / Lismore Drive 58 Completed 2021/22 Wishaw Roberts Street (Belhaven House) 16 Completed 2021/22 (2021/22) 137 Wishaw Mossburn St, Waterloo 20 Completed 2022/23 Plains Plains PS 16 Completed 2022/23 Bellshill Community Road 29 Completed 2022/23 Airdrie Dykehead Road, Holehills (Phase 1) 11 Completed 2022/23 Motherwell Torrance Park (Phase 1) (Barratt) 6 Completed (off the shelf) 2022/23 (2022/23) 82 Chryston Chilterns Care Home, Lindsaybeg Road 21 Completed 2023/24 Airdrie Dykehead Road, Holehills (Further Phases) 139 Completed 2023/24 Stepps Gateside Farm (Barratt) 30 Completed (off the shelf) 2023/24 Motherwell Torrance Park (Phase 2) (Barratt) 4 Completed (off the shelf) 2023/24 Motherwell Ravenscliff Rd, Ravenscraig 24 Completed 2023/24 Moodiesburn Auchengeich, Gartferry Road (Bellway) 12 Completed (off the shelf) 2023/24 Wishaw Castlehill Road, Gowkthrapple (Phase 1) 19 Completed 2023/24 Airdrie Northburn Place 31 Completed 2023/24 Shotts Springhill Road (Keepmoat) 12 Completed (off the shelf) 2023/24 Coatbridge Lorne Place (Allanwater) 24 Completed (off the shelf) 2023/24 Coatbridge Berwick St 19 Completed 2023/24 (2023/24) 335 Airdrie Glenacre Drive 16 Completed 2024/25 Wishaw Castlehill Road (Further Phases) 78 Completed 2024/25 Airdrie Former Orrs Building (Wilson) 20 Completed (off the shelf) 2024/25 Chryston Gartferry Road (Allanwater) 22 Completed (off the shelf) 2024/25 Coatbridge Calder Gardens, Carnbroe (Barratt) 18 Completed (off the shelf) 2024/25 Airdrie Petersburn Road (Former Petersburn PS) 40 Completed 2024/25 Gartcosh Johnston Road (Phase 2) (Bellway) 12 Completed (off the shelf) 2024/25 Cumbernauld Dowanfield Road (Zoom) 24 Completed (off the shelf) 2024/25 Motherwell Brandon Street 48 Completed 2024/25 (2024/25) 278 Airdrie Northburn Avenue (Shop Conversion) 1 Completed 2025/26 (2025/26) 1 Millerston Coshneuk Road 17 Completed 2026/27 Bellshill Thorn Road 26 Completed 2026/27 Sub total 1673 Completed Total 1673 Annual Completions C o m p l e t e d (2026/27) 43 Item 7 Page 67 of 222
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Airdrie Graham Street (NLP, Conversion) 2 On Site Coatbridge School Street (Former Columba HS) 127 On Site Motherwell Former Motherwell Town Hall 20 On Site Coatbridge Dunottar Avenue (Shawhead Re-provisioning) 100 On Site Viewpark Laburnum Road 26 On Site Wishaw 4 Wishaw Town Centre Sites (Caledonian Rd, Graham St, King St, Stewarton St) 51 On Site Coatbridge Bank Street 6 On Site - Includes 11 x Supported Accommodation Units Coatbridge Kildonan Street 43 On Site Sub total 375 On site Cumbernauld Glasgow Road (Former Cumbernauld Village PS) - Recommendation to remove from programme Glenboig Main Street (Former Police Station) 7 Tender Stage Newmains Newton Drive (Former St Brigid's PS) 33 Enabling works commenced Caldercruix Hill Street (Former St Mary's PS) 25 Planning app approved Motherwell Hope Street (Masonic Hall) 10 Design development underway Coatbridge Main Street 49 Planning app approved Motherwell Dalzell Drive 24 Planning app submitted Coatbridge Tay Street (Former Pentland PS) 18 Planning app submitted Coatbridge Kildonan Street (Former Portland HS) - Recommendation to remove from programme Viewpark Elm Crescent (Former Muirpark Care Home) 25 Design development underway Airdrie Gartlea Road (Coats House) 28 Planning app submitted Glenboig Glenboig Road (Marnoch) 30 Design development underway Bellshill Hattonrigg Road 20 Design development underway Kilsyth Burngreen (Former Health Centre) 10 Design development underway Newarthill Law Drive 36 Design development underway Bellshill Motherwell Road (Former Registrars & First Stop Shop) 30 Design development underway Wishaw Coltness Site Assembly (Innerleithen Drive/ Walkerburn Drive/ North Kilmeny Crescent) 26 Design development underway Sub total 371 Design development underway Coatbridge Dunbeth 114 Design development underway Coatbridge Jackson 56 Design development underway Motherwell Coursington 84 Design development underway Wishaw Main Street (Anvil Block) 32 Design development underway Various Phase 2 Reprovisioning Sites 388 Design development underway. Montrose Street, Forgewood (90 homes) - Approved at Committee February 2026 Watson Street, Motherwell (30 homes) - Approved at Committee February 2026 Sub total 674 Re-provisioning sites Cumbernauld Forest Road (Phases 1-3) Community Growth Area (Bellway) 75 Off the shelf - Contract awarded Private Phase in Progress Motherwell Prospecthill Road (McTaggart Construction) 48 Off the shelf Purchase approved at Committee Harthill Balmoral Drive (Paxtane Farm) 17 Off the shelf Purchase approved at Committee New Stevenston Clydesdale Road (Former Works Site) 40 Off the shelf Purchase approved at Committee Gartcosh Lochend Road 12 Off the shelf Purchase approved at Committee Sub total 192 Future off the shelf purchases from developers Total 3285 O f f T h e S h e l f O n - S i t e D e s i g n D e v e l o p m e n t R e - p r o v i s i o n i n g Item 7 Page 68 of 222
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Appendix 2 - General Outline of Proposed New/Removed Site Locations Brandon Street, Motherwell | Approximately 44 units Glasgow Road, Cumbernauld Item 7 Page 69 of 222
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Kildonan Street, Coatbridge Item 7 Page 70 of 222
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref PH/FD/JS Date 19/08/26 Open Market Purchase Scheme – Progress Update From Pamela Humphries, Chief Officer (Place) E-mail Fiona Dickson, dicksonf@northlan.gov.uk Executive Summary The purpose of this report is to provide the Housing Committee with an update on the ongoing delivery of the Open Market Purchase Scheme (OMPS). The scheme supports the acquisition of privately owned properties, particularly former public sector housing, to increase the supply of affordable homes in areas of high-demand, brining empty properties back into use and support the modernisation of the Councils housing stock. This report highlights the progress achieved to date and demonstrates the positive contribution of the scheme in expanding the availability of high-quality, affordable homes in North Lanarkshire. Recommendations It is recommended that the Housing Committee: 1. Review the contents of this report and acknowledge the performance of the Open Market Purchase Scheme (OMPS) including the 2025/26 final outturn and current progress in 2026/27. 2. Note that the scheme has reached a significant milestone, having acquired more than 1,000 homes since its inception, as noted in section 2.4 of the report. 3. Acknowledge that a further update will be provided to the Housing Committee in 6 months. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth Programme of Work Transforming Places Item 8 Page 71 of 222
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1. Background 1.1 The purpose of this report is to provide an update on the Open Market Purchase Scheme (OMPS), which incorporates the Empty Homes Purchase Scheme (EHPS). The primary objective of the OMPS is to support the Council's New Supply Programme by increasing the supply of affordable housing in areas of demand. 1.2 In 2013, the Council introduced the Empty Homes Purchase Scheme to address issues of disrepair and mitigate the negative impact of vacant properties on local communities. Since its launch, 483 empty properties have been brought back into use, reducing the risk of long-term vacancy and contributing to the Council's housing supply. 1.3 In February 2018, the Committee approved the development of the Open Market Purchase Scheme alongside EHPS. Since then, 422 properties have been acquired through OMPS, which continues to provide an effective route to increasing housing supply. 1.4 In November 2021, the Housing and Regeneration Committee approved an extension to OMPS to enable the Council to acquire properties where this would facilitate common works within priority blocks and allow the last remaining owner-occupier to remain in their home as a Council tenant. To date, 32 properties have been acquired through this buy-to-rent route. 1.5 In August 2022, the Committee approved a further extension to OMPS to enable the acquisition of properties from private landlords, allowing existing tenants to remain in their homes as Council tenants. This approach helps prevent homelessness while increasing the Council's housing stock. To date, 80 properties have been acquired through this buy-to-rent route. 1.6 Summary of purchases: Route to Scheme Total Properties Empty Homes Purchase Scheme (EHPS) 483 Open Market Purchase Scheme (OMPS) 422 Buy to rent (Last owner + Landlord) 112 Total 1017 2. Report 2.1 The Open Market Purchase Scheme continues to play a key role in supporting the Council’s housing objectives and increasing the supply of affordable homes across North Lanarkshire. Demand for the scheme remains strong, with more than 4,100 applications received since its introduction. In addition to progressing applications, officers proactively engage with local estate agents to identify suitable properties coming onto the market. This targeted approach has resulted in the successful acquisition of seven properties through the scheme during 2026/27 to date, helping to increase the availability of affordable housing across the area. 2.2 As of 1 July 2026, the Council has acquired 47 properties through the scheme, representing strong progress towards the annual target of 110 purchases at this early stage of the financial year. Acquisitions continue to include former Council and Development Corporation properties, supporting reinvestment in existing housing stock and helping to sustain established communities. A further 38 properties are currently progressing through the legal conveyancing process, providing confidence that Item 8 Page 72 of 222
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acquisition activity will continue to contribute positively towards achieving the year-end target. 2.3 The locations of the properties purchased are outlined below: 2025/2026 2026/2027 Area Number of Properties Area Number of Properties Airdrie 31 Airdrie 8 Bellshill 5 Bellshill 2 Coatbridge 20 Coatbridge 8 Cumbernauld 9 Cumbernauld 8 Kilsyth 5 Kilsyth 0 Moodiesburn 5 Moodiesburn 3 Motherwell 19 Motherwell 5 Shotts 12 Shotts 3 Viewpark 4 Viewpark 2 Wishaw 15 Wishaw 8 Total 125 Total 47 2.4 Apartment size by area: 2 Apartment – 1 bedroom 3 Apartment – 2 bedroom 4 Apartment – 3 bedroom 5 Apartment – 4 bedroom Total Total 2025/26 12 72 34 7 125 2026/27 7 19 19 2 47 Airdrie 2025/26 0 24 6 1 31 2026/27 3 3 2 0 8 Bellshill 2025/26 0 3 2 0 5 2026/27 1 1 0 0 2 Coatbridge 2025/26 2 10 6 2 20 2026/27 1 4 3 0 8 Cumbernauld 2025/26 1 2 4 2 9 2026/27 1 0 6 1 8 Item 8 Page 73 of 222
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Kilsyth 2025/26 1 2 2 0 5 2026/27 0 0 0 0 0 Moodiesburn 2025/26 2 1 1 1 5 2026/27 1 1 1 0 3 Motherwell 2025/26 4 12 3 0 19 2026/27 0 4 1 0 5 Shotts 2025/26 0 9 3 0 12 2026/27 0 2 1 0 3 Viewpark 2025/26 1 2 1 0 4 2026/27 0 1 1 0 2 Wishaw 2025/26 1 7 6 1 15 2026/27 0 3 4 1 8 2.5 Of the 47 properties acquired to date in 2026/27, five were long-term empty homes, having been vacant for six months or more at the point of application, directly supporting the objectives of the Empty Homes Strategy 2026–2029. A further 15 properties had been vacant for less than six months prior to application. In addition, 19 properties were acquired with vacant possession following the owners’ relocation, having either been owner-occupied at the time of application or subsequently purchased through the open market. These acquisitions have helped bring properties back into productive use, increasing housing supply and supporting the sustainability of local communities. Three properties were purchased from owner-occupiers within flatted blocks where the Council already owned all other properties. This enabled the owners to remain in their homes as Council tenants while also supporting wider maintenance objectives. In addition, five properties were acquired from private landlords, enabling existing tenants to transition to Council tenancies. This has helped prevent homelessness and reduce housing insecurity by allowing residents to remain in their homes when landlords have decided to sell. The approach has provided continuity and stability for affected households while safeguarding access to affordable housing within their local communities. Item 8 Page 74 of 222
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Summary of 2026/27 acquisition routes: Route to Scheme Total Properties Empty Homes Purchase Scheme (EHPS) 20 Open Market Purchase Scheme (OMPS) 19 OMPS – Last owner in block 3 OMPS – Landlord 5 Total 47 2.6 Since its introduction, the Open Market Purchase Scheme (OMPS) has provided an efficient mechanism for increasing the Council’s housing stock and expanding the supply of affordable homes. The Council continues to actively promote the scheme through targeted marketing and communications activity to maintain awareness among potential applicants and maximise participation. Recent activity has included a Google Display advertising campaign in January 2026 and a social media campaign in June 2026, which showcased the benefits of the scheme while celebrating the significant milestone of acquiring the Council’s 1,000th buy-back property. These promotional initiatives have helped sustain strong interest in the scheme and support the Council’s wider housing and regeneration objectives. 2.7 As part of the second phase of the reprovisioning programme, seven of the 15 privately owned properties have been successfully acquired, with a further two currently progressing through the conveyancing process. This represents significant progress in delivering the programme’s objectives. The New Supply team continues to engage proactively with participating owners to explore the voluntary acquisition of their properties, supporting ongoing acquisition activity and helping to facilitate the successful reprovisioning of the area. 3. Measures of success 3.1 The acquisition of these properties directly supports the Council’s Local Housing Strategy objectives by increasing the supply of affordable housing to meet identified need, bringing vacant properties back into productive use, and improving the quality and condition of housing stock, including enhancing energy efficiency. In doing so, the programme contributes to the creation of sustainable communities and improved housing outcomes for residents across North Lanarkshire. 4. Supporting documentation No appendices Pamela Humphries Chief Officer (Place) Item 8 Page 75 of 222
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? A budget of £13.352 million has been allocated for 2026/27 to support the acquisition and refurbishment of properties through the Open Market Purchase Scheme, including £5.31 million of Scottish Government grant funding. The level of grant funding agreed for 2026/27, takes account of local house price levels and market conditions. As of 19 June 2026, expenditure of £4.739 million has been incurred on property acquisitions and associated repair works, with a further £6.529 million committed. The average acquisition cost of properties purchased during 2026/27 is £108,383, with average repair and improvement costs of £20,440, resulting in an average total investment of £128,823 per property. 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? Item 8 Page 76 of 222
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5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☒ No ☐ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? There are no direct technology/digital impacts directly arising from this report. All homes acquired will be upgraded to include physical infrastructure necessary for gigabit-capable connections up to a network distribution point, in line with the Councils Digital Connectivity Masterplan for affordable housing. Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Risk associated with the New Supply Programme is managed within the council’s project management and risk register process. Item 8 Page 77 of 222
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5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Item 8 Page 78 of 222
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref PH/MK Date 19/08/26 Mid-Market Rent From Pamela Humphries, Chief Officer (Place) E-mail Margaret Kelly, kellymarg@northlan.gov.uk Executive Summary This report provides an update on the business case and evidence for the provision of Mid- Market Rent homes in North Lanarkshire, further to the report at Policy and Strategy Committee in June 2026, which approved the delivery of Mid-Market Rent homes as one the Council’s new strategic deliverables. It sets out the housing and demographic challenges in North Lanarkshire, which necessitate a need for intervention in the form of providing alternative tenure homes to address these challenges and create sustainable and attractive communities, which contribute to our shared vision set out in The Plan for North Lanarkshire. It also sets out the preferred delivery vehicle following an options appraisal exercise and seeks approval of recommendations to take forward the development of 28 Mid-Market Rent homes as part of an initial pilot, with work ongoing to develop a pipeline which will form a longer-term plan to increase the provision of Mid-Market Rent homes across North Lanarkshire, subject to future approvals and funding. Recommendations It is recommended that Housing Committee: 1) Acknowledge the potential benefits associated with the delivery of Mid-Market Rent (MMR) homes, which contribute to several important Council objectives to achieve our shared ambition set out in The Plan for North Lanarkshire, and that MMR comprises one of the new six strategic deliverables set out in the Council’s Programme of Work. 2) Approve the proposal to deliver 28 MMR homes at Coats House, Airdrie as a pilot project, subject to securing funding from within the Council’s capital programme and the Scottish Government’s Affordable Housing Supply Programme, as set out in section 2.7. 3) Approve in principle the proposed establishment of an Arm’s Length External Organisation (ALEO) to deliver MMR as set out in section 2.6, which would be subject to approval by Council in due course. Item 9 Page 79 of 222
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1. Background 1.1 The current and previous Local Housing Strategies (LHS) have set out specific actions to explore ways to diversify and expand the range of affordable housing options available in North Lanarkshire, based on evidence from the Glasgow City Region (GCR) Housing Need and Demand Assessment (HNDA) which sets out an identified need for the provision of ‘below market/intermediate tenure’ housing. 1.2 Additional affordability analysis and evidence collated as part of the development of the LHS has supplemented the evidence contained within the HNDA and reinforces the business case for the provision of MMR homes. 1.3 MMR is a form of affordable housing targeted at households in employment on modest incomes who may struggle to access social rented housing, home ownership or private rented housing. Rent levels for MMR homes are above rent levels set for social housing but below average rents in the private rented sector. In Scotland, mid-market rents are typically linked to the Local Housing Allowance (LHA) for the area. This type of housing provides an attractive, stable and high-quality alternative to the private rented sector for households struggling to afford private sector rents who would not ordinarily receive high priority on social housing waiting lists. It plays an important role in creating diverse communities, increasing the range of housing tenures and helping to meet a broader range of housing needs. It is particularly important in meeting the housing needs of key workers, through helping attract and retain key workers and can play a role in the regeneration of town centres. There are currently 98 MMR homes in North Lanarkshire, all provided by Registered Social Landlords (RSLs). 1.4 Members will recall a report presented to Housing Committee in February 2025 on the new supply programme expansion which outlined plans to explore the potential for a pilot of MMR in Airdrie and to further develop the business case, including identifying an appropriate delivery vehicle and funding requirements. 1.5 A more recent report approved at Policy and Strategy Committee in June 2026 set out the integration of six new strategic deliverables into the existing Programme of Work following the mid-point review of the Programme of Work. MMR is one the six new strategic deliverables. 1.6 This report provides an update on the progress made, including independent market evidence and legal advice, options appraisal and sets out the funding requirements for the first pilot MMR project, to move the MMR programme into implementation. 4) Agree that should the Coats House project not be deliverable for MMR, for whatever reason, then the 28 homes at Coats House would be designated for social rent. 5) Acknowledge future reports will be presented to Committee relating to the longer- term pipeline of MMR, to help increase the provision and sustainability of alternative tenures and support town centre regeneration. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth Programme of Work Transforming Places Item 9 Page 80 of 222
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2. Report 2.1 Priorities and Strategic Alignment 2.1.1 The Plan for North Lanarkshire sets out a vision for inclusive growth, prosperity and a fair distribution of wealth. Twenty five ambition statements support the shared ambition, which includes a specific housing commitment: ‘to ensure a housing mix that supports social inclusion and economic growth’ The LHS sets out a vision: ‘Affordable and sustainable living for all A North Lanarkshire where every individual has access to safe, affordable and sustainable housing, fostering vibrant communities and enhancing quality of life’ With a specific action to deliver alternative tenure housing to meet a broad range of needs to create sustainable, inclusive and diverse communities. This is reinforced in the Council’s Strategic Housing Investment Plan (SHIP) which sets out a commitment for the Council to explore and deliver a broader range of housing options to diversify housing, create sustainable communities and attract people to live and work in North Lanarkshire, boosting population and economic growth, whilst meeting housing needs. 2.2. Housing Market Evidence 2.2.1 Evidence collated annually which measures demand for social rented homes across North Lanarkshire shows increasing pressure over the past five years, with pressure increasing across all local housing market areas. Currently there are around four applicants waiting for every social rented home that becomes available, with the Council housing waiting list increasing by 23% over the past 5 years. 2.2.2 There are a number of applicants on the Council’s housing waiting list who have no or low priority for housing, which means they are highly unlikely to realise a housing offer, as the current housing allocation policy is based on prioritising applicants in the greatest housing need. Beyond social rented housing there is a limited supply of alternative housing options for households in low priority for social housing. 2.2.3 Owner-occupation is the predominant tenure in North Lanarkshire and although house prices in North Lanarkshire are around 30% lower than the Scottish average, they have been rising steeply in recent years, with the average house price currently estimated at £174,714. House prices have also risen above incomes over the last decade, and although there is positive evidence of incomes in North Lanarkshire rising in recent years, home ownership remains out with the financial means of many households, with some households unable to afford ‘entry level’ home ownership (typically homes that are for sale within the lower 25th percentile). 2.2.4 The private rented sector accounts for around 8% of homes in North Lanarkshire and while this is on par with the national picture in terms of the market proportion, rents for all property sizes1 are now increasing above inflation following a decade of below inflationary increases. While, in general, market rents remain relatively more affordable in North Lanarkshire, in comparison to other local authority areas, they have been rising 1 Exception of shared 1 bedroom – however sample sizes low, under 40 Item 9 Page 81 of 222
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at a greater rate than those nationally, and are less affordable for certain groups, including single people and those on modest incomes. 2.2.5 The introduction of the Private Housing (Tenancies) (Scotland) Act 2016, which introduced the Private Residential Tenancy (PRT) system, strengthened tenants’ rights, and provided greater security, through the creation of open-ended tenancies. This means that tenants are now staying longer in private rented properties, reducing the turnover of properties in the private rented sector and in turn the properties becoming available to let. 2.2.6 Collectively, these factors mean that there are households who cannot find a home that is affordable. This can force people to seek housing elsewhere and this impacts on all sorts of social and economic factors, that together, impact on North Lanarkshire as a place. This contributes to population decline, limits town centre regeneration, weakens the local economy and reduces North Lanarkshire’s pull to employers and investors. 2.3. Short Term Delivery Priorities – The Pilot 2.3.1 To address the lack of sustainable housing options, a pilot project is proposed initially, which will inform the medium to longer term priorities. The Coats House site, a former Council office building in Airdrie, has been identified as the proposed pilot site, with a proposal to deliver 28 MMR homes with an estimated completion date in Spring 2028. 2.3.2 Independent market analysis commissioned to inform our understanding of the pilot local housing market area in Airdrie and to advise on the suitability of MMR in the town concluded that the demand for MMR is envisaged to be high, driven by factors such as the demographic profile, sizeable council waiting list, good transport links and access to amenities and pressured housing market. The rising rents and reduction in available properties contribute to the growing affordability pressures in North Lanarkshire. 2.3.3 A project plan has been developed setting out the key activities and milestones over the next 18 months to establish the delivery vehicle, governance and funding arrangements, and procure a management and maintenance delivery partner to implement and deliver the first phase of MMR provision. Alongside this, analysis is being undertaken of all local housing market areas in North Lanarkshire to determine future priority locations for MMR and to help scale up delivery beyond the pilot, subject to available funding. 2.3.4 If, for whatever reason, it is not possible to deliver MMR homes on the Coats House site then it is proposed that the project would revert to being delivered as part of the Council’s New Supply programme for social rent. 2.4. Legal Considerations – Arm’s Length External Organisation (ALEO) 2.4.1 A local authority landlord cannot let properties using private residential tenancies (PRTs) due to statutory restrictions. As a result, this means the Council cannot directly deliver MMR. 2.4.2 The Council can, however, create and manage an ALEO to deliver MMR. An ALEO is a separate legal entity and has a distinct corporate structure. An ALEO can be a limited company, limited liability partnership (LLP), a company limited by guarantee or a company limited by shares. These corporate forms can enter into PRTs. Item 9 Page 82 of 222
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2.4.3 The Scottish Government’s ‘More Homes Division Guidance Note on Affordable Housing Supply Programme’ sets out the process for planning the delivery of grant funded homes for social rent, MMR and new supply shared equity through the Affordable Housing Supply Programme (AHSP). This guidance note sets out, that in line with legislation, MMR homes must be let through a PRT and that funding to deliver MMR homes can include local authorities and a local authority ALEO. 2.5. Options Appraisal 2.5.1 Given the various MMR delivery vehicle options, an options appraisal exercise was conducted. The preferred option identified was that the Council use an ALEO for MMR delivery and that a new ALEO be established in the form of a limited liability partnership (LLP) with Scottish Futures Trust (SFT) Investments Limited, and a new ‘shelf company’ partner for succession planning, with management and maintenance of MMR homes procured from an external organisation with expertise and experience in this field. 2.5.2 Several strengths and advantages were identified with the preferred option. The LLP structure is a more flexible vehicle for the delivery of MMR, allowing SFT to be a partner in this venture and the Council being able to direct appropriate levels of control over MMR deliverability. An external organisation will be procured to provide management and maintenance services which will bring specialist MMR and PRT knowledge. 2.5.3 Including SFT as a partner has several benefits. SFT is a public body which provides independent expert advice to the Scottish Government and is Scotland’s infrastructure centre of expertise. As infrastructure specialists, SFT work hand in hand with both the public and private sectors to maximise benefits coming from their infrastructure projects. Developing new initiatives that support the delivery of more housing across Scotland is one of their core workstreams, with housing delivery partnerships (to increase the supply of MMR homes), town centre living, key worker housing and enabling strategic housing sites, just some of the housing initiatives SFT lead on. 2.5.4 With extensive experience in supporting MMR delivery across Scotland, SFT launched the National Housing Trust (NHT) programme in 2011. In total 1,731 NHT homes were built across 12 local authority areas. On the back of the NHT programme, SFT worked with the City of Edinburgh Council to expand their supply of MMR homes, with Edinburgh Living launched in 2019, and now delivering more than 800 MMR homes across the area. 2.5.5 Working collaboratively across the public and private sectors, SFT brings industry- leading skills and deep experience in MMR and other housing infrastructure projects. This experience has the potential to reduce the complexity of establishing the vehicle as SFT have existing template documentation to draw upon and access to subject matter experts who have gained this knowledge from working with other local authorities in the delivery of MMR, to help ensure successful implementation. 2.5.6 SFT has approved involvement in principle subject to approval at their board later in the year and has indicated that its involvement in the LLP would be for a limited period of between three to five years to help support the early implementation, with most value in the early stages and commencement of activity rather than the longer-term operational phase. As such a new second member would be required for the LLP to replace SFT when they exit (an LLP requires a minimum of two members). 2.5.7 Further information on the options appraisal, including documentation can be made available to members on request. Item 9 Page 83 of 222
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2.6. Structure of LLP 2.6.1 A LLP is a legally recognised corporate structure and is a separate legal entity to the Council. The Council will receive 100% profit share from the LLP. SFT does not take any profit from the activities of the LLP. Any profit is used for the delivery of affordable housing. It is intended to seek approval at full Council at a later date to establish the LLP. 2.6.2 A suite of legal documents will establish and set out the structure of the LLP. The responsibilities and duties of the members require to be set out in detail in a Members’ Agreement. The Member’s Agreement will set out the governance structure of the LLP. 2.7. Funding 2.7.1 A local authority’s Housing Revenue Account (HRA) cannot fund MMR primarily because HRA funds are strictly ring-fenced for core social housing. Funding for the provision of MMR homes, is however available through the Scottish Government’s Affordable Housing Supply Programme (AHSP). The current benchmark funding for MMR homes is £78,907 per home (inclusive of enhanced specification standard). 2.7.2 For the acquisition of 28 homes at Coats House, the financial modelling has assumed benchmark funding of £2.209m from AHSP. The total development cost has been estimated at £6.376m, which leaves a shortfall of £4.167m, which is equivalent to £149,000 per property. This is the maximum funding required from the capital programme to enable delivery of this project. 2.7.3 A funding proposal for increased AHSP grant, equating to £2.567m, has been submitted to the Scottish Government and is under consideration. Should this proposal be approved, the remaining shortfall reduces to £3.800m, which is equivalent to £136,000 per property. 2.7.4 The ALEO once established is intended to operate on a financially self-sustaining basis, in terms of operating costs. Rental income from the MMR homes will cover the costs associated with the maintenance, management and other administrative costs. The financial model has been developed to ensure that following the initial capital support, the ALEO can meet its operational obligations without further reliance on council revenue funding. 2.7.5 As outlined in Appendix 1 various rent setting scenarios have been modelled - 106%, 110% and 115% of Local Housing Allowance rate. The financial modelling indicates that the proposal is not self-sustaining when rents are set at Local Housing Allowance (LHA) levels, even with 100% initial capital support. By year 25, the ALEO is projected to face a funding shortfall that would prevent it from meeting required capital lifecycle costs. To ensure long term viability and full cost recovery, initial rent levels would need to be set at a minimum of LHA plus 6% with no capacity for sustainable borrowing or lease payments. Achieving full self-sufficiency without reliance on NLC for capital support would require rent levels to be set at LHA plus 100%, which would make the rents unaffordable and would not attract Scottish Government Grant from the Affordable Housing Supply Programme budget. 2.7.6 Given the timeline for the development of Coats House, estimated completion Spring 2028, it is proposed that funding for the pilot project is sought from within the existing capital programme budget, which would be subject to approval by the Strategic Capital Delivery Group. Item 9 Page 84 of 222
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2.7.7 Longer-term funding for any potential additional pipeline sites is proposed to be via the bid process for the next 7-year capital programme 2027/28 to 2033/34 and will be dependent on adequate funding from both Council budgets and the Scottish Government. 2.7.8 The Scottish Government has announced that it is launching a major long-term investment programme to deliver 2,800 new mid-market rent homes across Scotland. This is backed by £100m of government funding over several years with plans to raise a further £400m from institutional investors. The new fund aims to expand high-quality, affordable rental housing for low-to-moderate income households. Further details have yet to be announced on this fund, alongside further details following the Scottish Government announcement on a new national housing agency, with officers continuing to engage in dialogue with the Scottish Government on possible funding opportunities to aid the viability and deliverability of MMR homes in North Lanarkshire. 2.7.9 The potential for other sources of external funding to support delivery of a MMR programme will continue to be fully explored which would help reduce reliance on council capital funding in the future. 2.8. Future pipeline 2.8.1 A pipeline of potential MMR sites is under development, and sites are being identified across North Lanarkshire that could be potentially suitable. Some of these sites are subject to negotiations with private landowners and developers. They comprise various acquisition strategies, including, Council new supply design and build, off the shelf purchases and open market purchases. Acquisition/development costs vary according to the acquisition strategy, with off the shelf purchases considered the most economically and strategically viable option for MMR going forward – although this does not preclude the other options. 2.8.2 The MMR programme would also have potential to support the Council’s town centre regeneration aspirations, both in terms of conversion of existing properties and new build development on gap sites. It should however be recognised that development costs of town centre projects will typically be higher than new build off the shelf purchases. 2.9. Next Steps 2.9.1 A project plan has been developed and continues to be updated to align with the development timeline of Coats House. The steps involved in establishing the vehicle and required governance arrangements, legal documentation and any necessary Scottish Government consents is estimated to take in the region of 18 months and therefore should be progressed in tandem with the Coats House development. 2.9.2 Procurement of a management and maintenance delivery partner will commence with market testing in early 2027, prior to formal tender, with appointment anticipated later in 2027. 2.9.3 The capital funding required to deliver the pilot, and a future pipeline of MMR homes, will be sought through the current and future capital programme and from the Scottish Government. Other potential funding sources will also continue to be explored. 2.9.4 The details of the proposed ALEO will be presented to a future full Council meeting in for approval. Item 9 Page 85 of 222
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2.9.5 A potential pipeline of sites will be progressed, including a mix of town centre and off the shelf opportunities. 3. Measures of success 3.1 Establishment of a LLP to deliver Mid-Market Rent homes to meet a broader range of housing needs in North Lanarkshire, creating more sustainable, diverse and inclusive communities. 3.2 Delivery of a Mid-Market Rent Programme in North Lanarkshire. 4. Supporting documentation Appendix 1 – Financial summary Appendix 2 – Mid Market Rent Summary Pamela Humphries Chief Officer (Place) Item 9 Page 86 of 222
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? A full EqIA and Fairer Scotland Duty assessment has been carried out on the MMR proposals. Several positive impacts have been identified in relation socio-economic impacts and certain protected characteristics, including younger people. Further details are available in published EqIA summary. 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 outlined throughout the report. The Council’s SCDG has responsibility for ongoing management of the strategic capital investment programme, and the monitoring of the overall programme will continue to be presented to Finance and Resources Committee at each committee cycle. 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? Management of the ALEO will be set out in the governance framework. There will be resource requirements in the set-up of the ALEO, discussions are underway to quantify resource requirement. 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? Item 9 Page 87 of 222
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External legal advice has been provided and will continue to be sought as and when required. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? 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? Should the decision be made not to proceed with Mid-Market Rent provision at Coats House, then the properties will be developed for social rent by the council. There are risks associated with establishing and managing an ALEO. These relate to resources, financing and management resources. This risk should be mitigated through the clear governance arrangements. A risk assessment has been completed as part of project management suite of documentation. Item 9 Page 88 of 222
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5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). The proposal may have an impact on children and young people as some households may include children or young people – although likely to be small numbers given the property sizes. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☒ No ☐ Item 9 Page 89 of 222
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Appendix 1 - Financial Assumptions – Coats House Scenarios LHA+6% LHA+10% LHA+15% Monthly Rental Charge (£) 1 Bed Appt 465.12 482.67 504.61 2 Bed Appt 581.42 603.36 630.79 Annual Revenue Budget Forecast £m £m £m Annual Rental Income 0.177 0.184 0.192 Annual Operating Costs (0.117) (0.117) (0.117) Capital Lifecycle Reserve/CFCR (0.060) (0.057) (0.052) Capital Financing Costs - (0.010) (0.023) Capital Funding Structure SG Grant Funding 2.209 2.209 2.209 Borrowing Capacity - 0.140 0.325 NLC Capital Funding 4.167 4.027 3.842 Total 6.376 6.376 6.376 Required NLC Funding Per Unit 0.149 0.144 0.137 Assumptions • Approval from Scottish Ministers for on-lending is secured within the required timescales, enabling borrowing over a 40-year term at a fixed rate of 6.5% for the duration of the project. • Costing and financial assumptions have been developed in consultation with the HRA Housing Investment and New Supply teams and Scottish Futures Trust (SFT) and are aligned with costs currently experienced by comparable providers where possible. • The capital funding requirements included within this financial assessment comprises all anticipated development expenditure, including Land and Buildings Transaction Tax (LBTT). It is assumed that no additional land costs will be incurred as a result of the transfer. • Scottish Government grant funding has been assumed at £78,907 per property. It is assumed that the grant rate remains consistent across all rent level scenarios. Item 9 Page 90 of 222
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Annual Operating Assumptions (per unit unless stated otherwise): • Management and maintenance - £3,142 • Audit Fee - £16,000 (fixed) • Void Rent Loss- 2% • Bad Debt Provision– 1% • Ad hoc White Goods Replacement- 2% • Insurance - £240 • Annual rent increase – 3% • Inflationary Uplift – 2% • A Capital lifecycle costs reserve will be maintained through annual contribution from Current Revenue (CFCR). Contributions will increase in line with annual rent uplifts to ensure sufficient provision for future investment requirements. The planned Schedule of Investment is as follows: Component Cost Per Unit (£000) Frequency (Years) Flooring & White Goods 7 10 Heating 6 15 Kitchen 8 20 Bathroom 7 25 Windows 7 25 Doors 5 25 PV Panels 6 25 Electrics 7 30 Rendering 21 40 Roof 12 50 Item 9 Page 91 of 222
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Mid-Market Rent North Lanarkshire Council August 2026 Appendix 2 Item 9 Page 92 of 222
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Need to find new ways to deliver affordable housing options that enable people to stay and move into North Lanarkshire Item 9 Page 93 of 222
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What is Mid Market Rent? What is Mid Market Rent and how does it work? Mid market rents are set between the values of affordable rents and market (private) rents It is aimed at assisting people in work More affordable Less affordable Social rents Mid market rents Market rents Typically, tenants need a gross annual income of between no less than £25,000 and no more than £50,000 Designed to help those who can’t access social housing, buy their own home or afford private rents Homes for mid market rent are often offered by housing associations or councils Mid market rent homes are offered under a Private Residential Tenancy (PRT). A PRT is an open ended tenancy with no end date Councils offering mid market rent need to form Arms’ Length External Organisations (ALEOs) as they cannot act as the landlord of PRTs. ALEOs can provide PRTs. Item 9 Page 94 of 222
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Why do we need Mid Market Rent? Availability of rental options and home ownership is limited and out with the financial means of many households, while demand for social rented homes continues to outstrip supply Mid market rent homes helps meet the unmet housing needs of households who can’t access any of the current housing options available in North Lanarkshire Item 9 Page 96 of 222
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref GT/VR Date 19/08/26 HRA Medium Term Financial Plan 2027/28 to 2031/32 From Greg Telfer, Chief Officer (Finance) E-mail robertsv@northlan.gov.uk Executive Summary The aim of this report and the plan is to provide a financial forecast for the Housing Revenue Account (HRA) over a five-year medium term to 2031/32. The assumptions made within the plan will continue to be kept under review with further updates reported as appropriate before approval of the HRA 2027/28 Revenue Estimates in December 2026. The report outlines the challenges faced by the HRA in maintaining medium term financial stability, whilst achieving its desired service ambitions. Taking the approved 2026/27 budget as the baseline, this plan applies key financial planning assumptions focussing on those factors which have the greatest potential to impact the HRA’s forecast financial position in the medium term, including pay inflation, repairs contract inflation and the impact of capital investment. Whilst the position reported is the envisaged financial forecast for the HRA, the sensitivity of the assumptions made is also considered within the risks and uncertainties section. This demonstrates how the financial forecast could alter as a result of changes to key assumptions. The plan illustrates the cost pressures and, where appropriate, cost reductions that the HRA is likely to encounter over the next 5 years, providing Committee with an anticipated budget gap to inform the rent setting process. Members will be required to consider options for closing the gap through adjusted service delivery and/or setting rental increases. Table 1 below provides the summary forecast of the net cost pressures for the HRA. This is the budget gap position which requires to be closed to produce a balanced budget. £m 2027/28 7.484 2028/29 9.813 2029/30 12.590 2030/31 11.863 2031/32 11.406 Total 53.155 Table 1- Total NET Cost Pressure Item 10 Page 97 of 222
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1. Background 1.1 Income and expenditure in relation to a local authority’s own direct provision of housing must be recorded within a Housing Revenue Account (HRA) as set out in the Housing (Scotland) Act 1987. In addition, this Act sets out the requirement for local authorities to set an annual budget to support sound financial management and help ensure that expenditure is linked to the key priorities of tenants. 1.2 A key element of sound financial management for the Housing Revenue Account (HRA) is ensuring financial sustainability over the medium to longer term by considering and planning effectively to ensure the continuation of services and achievement of service goals and priorities in the context of the HRA’s operating environment. In 2024/25, the HRA aligned its financial planning process with the Council’s, introducing a rolling 5- year medium term financial plan. This supplements the 30-year business model to support an informed decision making process. 1.3 North Lanarkshire is Scotland’s largest local authority landlord, with a housing stock of approximately 36,000 and an average weekly rent of £98.09. 1.4 The HRA aims to set the annual budget and rent levels in December each year. 2. Report 2.1 This plan provides a five-year medium term financial forecast to 2031/32, considering the key factors influencing the HRA’s financial position. The plan illustrates the cost pressures and, where appropriate, cost reductions that the HRA is likely to encounter over the next 5 years, providing Committee with an anticipated budget gap to inform the rent setting process. Members will be required to consider options for closing the gap through adjusted service delivery and/or setting rental increases Forecast Expenditure 2.2 The HRA has 3 key costs which account for 79% of total expenditure. Recommendations It is recommended that the Housing Committee: (1) Approves the Medium Term Financial Plan for 2027/28 to 2031/32 and (2) Acknowledges that this plan is subject to change and ongoing review and that significant changes to key assumptions will be communicated to Elected Members The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (25) Ensure intelligent use of data and information to support fully evidence based decision making and future planning Programme of Work Statutory / corporate / service requirement Item 10 Page 98 of 222
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Employee Costs 18% Repairs 38% Loan Charges 23% Table 2- HRA Key Expenditure Variables These costs can be significantly affected by external factors which are predominantly out with the HRA’s control. This plan presents the assumptions around these key variables along with other more minor areas of cost pressure considerations. Employee Cost Pressures 2.3 Employee costs account for around 18% of the HRA expenditure, with the workforce being critical to the delivery of high-quality housing services. Cost pressures in relation to the workforce are therefore a key variable with the potential to have a significant financial impact. The key assumptions made around the cost pressures are explained in detail in the paragraphs below. 2.3.1 Pay Award 2027/28 In line with the General Fund’s MTFP, a 3% pay award has been assumed for 2027/28 resulting in a cost pressure of £0.907m. This is linked to the Public Sector Pay Policy of a 9% over 3 years to 2027/28 despite the first two years exceeding the annual average. Pay award levels are subject to negotiation between Trade Unions and COSLA and will continue to be monitored and any financial impact quantified as necessary. 2.3.2 Pay Award – Future Years The General Fund MTFP cost pressure assumptions for pay award reflects the element of pay costs that Councils are expected to meet, for the HRA this is 100% of any agreed pay award. Therefore, the HRA assumptions differ slightly with a 3% pay award assumed for each of the remaining 4 years of the plan. Table 3 below provides the resulting cost pressures. £m 2027/28 0.907 2028/29 0.982 2029/30 1.011 2030/31 1.042 2031/32 1.073 Table 3- Employee Costs Future Pay Award Housing Repairs Contract Inflation 2.4 The largest area of spend for the HRA is for repairs and maintenance of the Council’s housing stock which includes planned maintenance on tenanted housing and empty properties, responsive repair work, gas servicing and essential compliance works. A combined contract for Housing Repairs with a minimum term of 8 years commenced from 1 July 2024. The contract is subject to annual inflation applied to the schedule of rates based on the Royal Institution of Chartered Surveyors' Building Cost Information Services' General Building Cost Index (BCIS). Item 10 Page 99 of 222
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2.5. For 2027/28, a BCIS forecast of 4% has been incorporated within the plan. Thereafter BCIS forecasts are unavailable, as a result this plan has applied targeted CPI+1% at for the remaining 4 years. The future cost pressures for repairs contract inflation are as summarised in table 5 below. The budgetary requirements for future years will be kept under review. £m 2027/28 2.323 2028/29 2.114 2029/30 1.876 2030/31 1.288 2031/32 1.971 Table 4- Housing Repairs Contract Inflation Borrowing Costs 2.6 The HRA continues to deliver an ambitious programme of improvement works and capital investment with a housing capital programme of £168m for 2026/27 alone. Capital investment covers both existing housing stock, where works are carried out to enhance and prolong the life of our assets and meet Scottish Housing Quality Standards and targets, as well as investment to increase our housing stock supply either through building and purchasing new build properties or buying back ex council stock or homes from the open market. The impact of continued and increased capital investment is increased revenue borrowing costs. 2.7 There remains a high degree of uncertainty surrounding future interest rate movements, primarily driven by external economic factors beyond the Council’s control. This was also recognised as part of the 2024/25 revenue budget setting process, and as a result, it was agreed that earmarked reserves would be utilised to smooth the potential volatility in loan charges arising from interest rate fluctuations. While this flexibility has been built into the strategy, it is recognised that the use of these reserves have so far not been required. For the purpose of this plan, it is assumed that the previously approved approach will continue. This enables the smoothing of interest cost impacts over the period, avoiding sharp or potential temporary increases being passed directly to tenants through rent levels. This prudent and measured approach protects tenants’ interest while maintaining financial resilience. Should a sustained requirement for recurring funding emerge, this will be considered as part of future iterations of the MTFP and brought forward to members as appropriate. 2.9 Based on the current investment targets for the next 5 years, it is anticipated that the HRA will incur additional borrowing costs of £3.441m in 2027/28 with a further £12.061m in 2028/29, £10.005m in 2029/30, £9.649m in 2030/31 and £8.998m in 2031/32. £m 2027/28 3.441 2028/29 12.061 2029/30 10.005 2030/31 9.646 2031/32 8.998 Table 5- Borrowing Costs Item 10 Page 100 of 222
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Other Cost Pressures 2.10 This plan also provides for further cost pressures anticipated to occur within the HRA over the next 5 years, these are discussed below. Capital Financed from Current Revenue (CFCR) 2.11 Committee will recall that as part of the setting of the 2024/25 HRA budget, a reduction in CFCR was approved to help manage the reported budget gap. As noted at the time, this resulted in an additional recurring costs of £0.890m from 2026/27, with costs increasing by a recurring c. £0.445m for each subsequent year the reduction is applied. To mitigate some financial risk associated with higher recurring borrowing, the 2026/27 financial plan assumed a temporary reinstatement of CFCR of £4.760m during that year. It is recommended that this reinstatement be continued during 2027/28 in order to minimise additional borrowing during a period of heightened uncertainty. It is anticipated that a further reduction may be necessary in 2028/29; however, this will be kept under review to ensure the most appropriate and effective use of available resources. General Contract Inflation 2.12 In addition to the repairs contract inflation detailed above, the HRA has a number of other contracts which will attract inflationary uplifts. These include grounds maintenance and close cleaning. CPI forecasts have been applied to the contract values resulting in a provision of £0.155m for 2027/28, £0.130m in 2028/29, £0.134m in 2029/30, £0.138m in 2030/31 and £0.142m in 2031/32. Other Cost Pressures 2.13 In addition to the inflation outlined above some cost burdens have been identified as outlined below: 2.13.1 Upkeep of Grounds and Care of Gardens An additional cost pressure of £0.453m has been identified in relation to grounds maintenance and care of gardens. This increase is primarily attributable to the exit of larger providers from the market. As a result, contracts are now being procured on a smaller scale across multiple suppliers to meet service demand, leading to higher unit costs due to the loss of economies of scale. It is anticipated that further cost pressures may arise in future as the composition of the housing stock changes, particularly in connection with the tower reprovisioning programme. 2.13.2 Transport and Plant An additional cost pressure of £0.084m has been identified within transport and plant. This is partly attributable to an increase in the HMRC mileage rate (rising from 45p to 55p per mile) and partly due to higher travel costs arising from increased tenant engagement and support activity undertaken by housing staff. 2.13.3 Bank processing fees An additional cost pressure of £0.067m has been identified within bank and transaction fees. This is primarily driven by changes in tenant payment behaviours, with a growing shift towards online and automated payment methods. Item 10 Page 101 of 222
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Apportioned Expenses 2.14 The HRA receives support services from the General Fund as well as agreed works undertaken by other functions within Enterprise and Communities. These costs are recharged to the HRA annually. As the majority of these charges relate to staff time, it is reasonable to assume that they will increase broadly in line with pay inflation. Accordingly, provision has been made for anticipated increases, consistent with the pay award assumptions set out in section 2.3 of this report. The projected recharge increases are £0.207m in 2027/28, £0.213m in 2028/29, £0.224m in 2029/30, £0.231m in 2030/31 and £0.238m in 2031/32. Connectivity 2.15 The 2026/27 plan included provision for the installation of high-speed internet to all social housing stock. An initial pilot, covering 1,932 properties, is currently underway with a number of homes already connected and operational. This plan assumes a phased rollout to the remaining housing stock. Based on the best information currently available, the estimated revenue implications of the full rollout have been reflected in the plan. These projections of cost includes both the financing costs associated with loan charge payments and the ongoing operational costs. Loan Charges Operating Costs Total £m £m £m 2027/28 0.137 0.444 0.581 2028/29 0.145 0.585 0.730 2029/30 0.296 0.630 0.926 2030/31 0.388 0.630 1.018 2031/32 0.198 0.630 0.828 Table 6- Connectivity 2.16 The roll out of connectivity would present an opportunity to integrate smart technology within the housing stock including detection and diagnostic tools. It is anticipated this would allow early detection of faults preventing more costly repairs being required over time. Provision to allow a test of change programme has been established within the existing HRA earmarked reserves with roll out of a full programme and any associated costs and savings to be considered in future iterations of the financial plan. Cost Reductions/Savings 2.17 The assessment for the MTFP has identified a number of areas where costs are anticipated to reduce and therefore assist with balancing the budget. The following paragraphs provide more detail on the assumptions made. Expected Credit Losses 2.18 The HRA is required to provide for potential future credit losses which means an amount should be set aside each year to account for debt owed to the HRA that is anticipated not to be collected. The Expected Credit Loss (ECL) is made up of two components – an assessment of past debt trends and the length of time taken to collect; and a factor applied for predicted future trends. Based on 2025/26 outturn and an early forecast for 2026/27, it is anticipated that the budget could be reduced by £0.400m on a recurring basis from 2027/28. This is dependent on outstanding debt and will remain under review by Finance. Item 10 Page 102 of 222
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Other Rental Adjustments 2.19 The plan accounts for movement in housing stock from one financial year to the next. This assumes acquisition of 1,793 new homes will be achieved through the New Supply programmes over the 5-year period, as well as making assumptions around longer- term strategies for the Service. These include movement towards full rent harmonisation and provisions for void rent loss as a result of holding empty properties to coincide with the tower reprovisioning strategy. In the main these adjustments result in a net increase in rental income of £0.197m in 2027/28 and a base rent increase of £1.772m in 2028/29, £1.290m in 2029/30, £1.112m in 2030/31 and £1.646m in 2030/31. It should be noted that the plan assumes that void properties will remain empty until demolition, however if demolition dates change those properties could be put back into use or used for homelessness thus generating additional income. Summary – HRA Medium Term Financial Forecast 2.20 In summary it is envisaged that the HRA will have a budget gap of £53.155m over the term of the 5-year plan. Table 7 below provides the summary forecast of the net cost pressures per year. This is the net budget requirement to allow the HRA to stand still and will inform the HRA budget setting process in December 2025. Further Service priorities and considerations would result in additional budgetary pressures. £m 2027/28 7.484 2028/29 9.813 2029/30 12.590 2030/31 11.863 2031/32 11.406 Total 53.155 Table 7- Total Net Cost Pressure Use of Reserves 2.21 The HRA currently hold reserves totalling of £25.098m brought forward from 2025/26. After accounting for the contingency fund representing 1% of the HRA budget and for funds held for specific purposes, a total of £9.178m remains unallocated. This is demonstrated in the following table. £m Reserve Balance (25.098) Contingency Fund (2.007) Earmarked for Use (13.913) Unallocated (9.178) Table 8 Reserve Balance 2.22 Reserve balances represent one-off funding and using reserves for recurring expenditure or to balance the budget is not sustainable. However, in line with the Council’s Reserves Policy the Section 95 Officer retains the right to use reserve balances where deemed appropriate. This could be to smooth the impact of rental increases required or budget reductions. This plan does not assume the use of reserves to balance the budget. In the event that reserves are used to meet short term Item 10 Page 103 of 222
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funding gaps, there must be evidence of plans in place for a permanent funding solution. Risks and Uncertainties 2.23 The assumptions used within the 5-year plan are based on the best information known at the time of writing and are therefore subject to change. The following table illustrates the impact of a +1% change in the assumptions outlined above for the three main variables of Employee Costs, Repairs Contract Inflation and Borrowing Costs. Table 9- Sensitivity analysis +1% 2.24 Whilst table 10 above demonstrates a 1% increase in assumptions applied to the envisaged position, the figures are also comparable to a reduction of 1% in assumptions as shown in table 11 below. Table 10- Sensitivity analysis -1% 2.25 Borrowing costs are the most sensitive of the main cost variables, made up of two elements. The first is in relation to levels of borrowing. For every additional £1.000m in borrowing for capital spend, there is a recurring revenue cost of c. £0.060m. Therefore, if each of the 5 years capital investment was to increase by £1.000m the impact on revenue would be: £0.060m in 2028/29, £0.120m in 2029/30, £0.180m in 2030/31 and £0.240m in 2031/32. The second element relates to interest rates. A 1% increase in the interest rate for 2027/28 would result in an additional £7.791m cost pressure, equally however, a 1% lower interest rate than assumed would result in a cost reduction of £7.721m. 2.26 As Committee will be aware, decisions taken in setting the 2027/28 revenue estimates will have an impact on future year cost pressures and rent charges, as a number of the cost pressures within the HRA will be impacted by the level of rents set in prior years. The plan does not make an assumption on the level of rents that will be set when presenting the financial cost pressures. Pay Award Contract Inflation Borrowing Costs Other Cost Total Movement Yr 1 - 5% Yr 1 - 5.6% Pressures Yr 1-5 - 4% Yr 2- 4.5% Yr 2- 6.2% Yr 3 - 4% Yr 4- 3% Yr 5- 4% Yr 3 - 6.5% Yr 4-5- 6.6% No changes to assumptions £m £m £m £m £m £m 2027/28 1.211 2.904 10.348 0.812 15.275 7.791 2028/29 1.261 2.744 12.889 (5.344) 11.549 1.736 2029/30 1.352 2.549 10.787 (0.301) 14.387 1.796 2030/31 1.363 1.988 10.537 (0.113) 13.775 1.913 2031/32 1.418 2.731 9.908 (0.636) 13.421 2.015 from Envisaged (Table 1& 8) Revised Cost Pressures Pay Award Contract Inflation Borrowing Costs Other Cost Total Movement Yr 1 - 3% Yr 1 - 3.6% Pressures Yr 1-5 - 2% Yr 2- 2.5% Yr 2- 4.2% Yr 3 - 2% Yr 4- 1% Yr 5- 2% Yr 3 - 4.5% Yr 4-5- 4.6% No changes to assumptions £m £m £m £m £m £m 2027/28 0.604 1.743 (3.396) 0.812 (0.237) (7.721) 2028/29 0.622 1.496 11.237 (5.344) 8.010 (1.803) 2029/30 0.630 1.226 9.286 (0.301) 10.841 (1.750) 2030/31 0.642 0.625 8.802 (0.113) 9.957 (1.906) 2031/32 0.656 1.263 8.137 (0.636) 9.420 (1.986) Revised Cost Pressures from Envisaged (Table 1& 8) Item 10 Page 104 of 222
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Next Steps 2.27 As noted previously, the HRA aim to set their budget and annual rent in December 2026. This plan provides information to inform the rent setting process. 2.28 As with previous years, it will be the intention of the Housing and Finance services to continue ongoing Elected Member engagement as the December 2026 Council meeting approaches. That ongoing engagement will include any relevant updates to the financial assumptions should they alter significantly following the setting of this plan. 3. Measures of success 3.1 The Council is required to set a balanced budget for the Housing Revenue Account with expenditure plans fully funded by income, largely from housing rents. 3.2 The setting of an annual budget and thereafter monitoring the budget ensures that tenants can have confidence that the Council and its officers are accountable for the spending decisions they make. 4. Supporting documentation 4.1 Appendix 1 5 Year Financial Forecast – Envisaged Greg Telfer Chief Officer (Finance & Technology) Item 10 Page 105 of 222
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The financial impacts are contained within the report and supporting appendix. 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? Item 10 Page 106 of 222
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Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? One of the key corporate risks facing the Council is linked to financial sustainability. The production of the medium term financial plan informs effective decision making in ensuring the ongoing financial sustainability of the Housing Revenue Account, thereby helping to mitigate this key corporate risk. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Item 10 Page 107 of 222
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Appendix 1 HRA 5 Year Financial Forecast - Envisaged 2027/28 2028/29 2029/30 2030/31 2031/32 £000 £000 £000 £000 £000 Cost Pressures 8.081 11.585 13.880 12.974 13.052 Pay Award 0.907 0.982 1.011 1.042 1.073 Contract Inflation - Repairs 2.323 2.114 1.876 1.288 1.971 Borrowing Costs 3.441 12.061 10.005 9.646 8.998 Contract Inflation - Other 0.155 0.130 0.134 0.138 0.142 Other Cost Pressures 0.604 Apportioned Expenses Uplift 0.207 0.213 0.224 0.231 0.238 CFCR Reduction 0.000 (4.500) Connectivity 0.444 0.585 0.630 0.630 0.630 Cost Reductions (0.597) (1.772) (1.290) (1.112) (1.646) Expected Credit Losses (0.400) Other rental income adjustments (0.197) (1.772) (1.290) (1.112) (1.646) Total Net Cost Pressure 7.484 9.813 12.590 11.863 11.406 Item 10 Page 108 of 222
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref Date 19/08/26 HRA Capital Monitoring Report – 1 April 2026 to 19 June 2026 From Stephen Llewellyn, Depute Chief Executive E-mail RobertsV@northlan.gov.uk 1. Background Mainstream Working Programme 1.1 The Housing Committee on 18 February 2026 approved an outline Mainstream programme for 2026/27 – 2030/31 totalling £531.512m. The targeted expenditure for 2026/27 is £87.923m and will be funded as follows: £m Prudential Borrowing 64.702 Capital Funded from Current Revenue (CFCR) 23.221 Working Programme 87.923 Executive Summary The purpose of this report is to review the progress towards agreed spending plans within the 2026/27 HRA capital programmes. At this stage of the financial year, all programmes are on target to fully spend. Recommendations It is recommended that the Housing Committee: (1) Acknowledges the financial position of the 2026/27 HRA Capital Programmes. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (25) Ensure intelligent use of data and information to support fully evidence based decision making and future planning Programme of Work Transforming Places Item 11 Page 109 of 222
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New Build Programme 1.2 The 2026/27 working programme for New Build programme is £65.976m, with 169 completions expected for the year and is funded as follows: £m Prudential Borrowing 32.357 Capital Funded from Current Revenue (CFCR) 4.670 Scottish Government Grant 27.152 Sale of Land/Buildings 1.797 Total projected resources 65.976 Council Buy Back Schemes 1.3 As part of the 2026/27 Revenue Estimates, provision was made for the continuation of both the Council’s Empty Homes Purchase Scheme (EHPS) and the Open Market Purchase Scheme (OMPS). This will allow approximately 110 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 during 2026/27. 1.5 The 2026/27 funding requirements for the Council Buy Back Scheme is as follows: £m Prudential Borrowing 8.332 Scottish Government Grant Subsidy Income 6.050 0.726 Total projected resources 15.108 2. Report 2.1 The projected financial performance of the HRA Capital Programmes to 31 March 2027 is summarised below with further detail provided in appendix 1 for the HRA Mainstream programme and appendix 2 for the New Supply programmes. Mainstream 2.2 The HRA Mainstream capital programme is currently anticipated to be fully delivered within the financial year. As at period 3, £83.184m (95% of the working capital programme) has been contractually committed with £12.524m spent (representing 14% of the programme budget). 2.3 An underspend is being anticipated within the Tower Strategy theme (2.731m) as a result of extensive design activity, which has delayed commencement of the main works contract. This has been partially offset due to the timing of handovers for Jackson Court and Coursington, Allen and Draffen Towers. The remaining underspend is fully offset by forecast overspends across a number of programme areas. These include Major Repairs (£1.819m) driven by increased costs with the complexity of RAAC remediation works, and accelerated delivery within the Roofing and Render programme. Further acceleration within the Windows and Doors programme has also been instructed in response to tenant complaints. Additional expenditure is also forecast within the Community Care theme, reflecting enhanced CCTV works and identification of reactive emergency lighting requirements within tower blocks. Item 11 Page 110 of 222
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New Build 2.4 A summary of projected outturn spend on the New Build programme is illustrated within Appendix 2. The New Build programme is projecting to fully spend this financial year. 2.5 As at period 3, £65.301m is legally committed (99% of the targeted spend) with £10.114m spent (15%). 2.6 There are currently eight projects on site: Graham Street, Airdrie (NLP Conversion); School Street, Coatbridge; Former Motherwell Town Hall (Conversion); Dunottar Avenue, Shawhead, Coatbridge; Laburnum Road, Viewpark; 4 Town Centre Sites, Wishaw; Bank Street, Coatbridge; and Kildonan Street, Coatbridge (Conversion). 2.7 During the period, construction began on the Kildonan Street project in Coatbridge. This project will convert the former Municipal Buildings into 43 social rented homes. 2.8 To date, 1,673 new build homes have been completed as part of the Council’s ambitious new supply programme target of 6,000 new homes by 2035. Currently, 375 homes are under construction, with a total of 169 homes expected to complete during 2026/27. 2.9 Sites have been identified and approved at Committee for a further 1,261 homes across 42 sites, with site investigations, title checks and design development progressing. The Council has appointed contractors and consultants who are progressing layouts and designs for several sites, with site investigations underway. 2.10 A Scottish Government grant contribution of £27.152m has been secured for 2026/27. Council Buy Back Scheme 2.11 A summary of projected outturn spend on the Council Buy Back Schemes is also contained within Appendix 2. A full spend is currently being projected for this financial year. This is funded by Scottish Government Funding, Prudential Borrowing, Capital Funded from Current Revenue (CFCR) and Subsidy Income. 2.12 Excluding Mortgage to Rent (MTR), 38 properties have been brought back into use as affordable housing so far in 2026/27, with 110 properties expected to be acquired by 31 March 2027. 2.13 A Scottish Government grant contribution of £2.813m has been secured for the 2026/27 Council’s Buy Back Scheme. An additional funding application will be made during Q2 to secure funding for the balance of expected purchases during this financial year. 2.14 Provision was made within the 2026/27 budget to acquire 10 properties through the mortgage to rent scheme. At Period 3, a full spend is being projected. 3. Measures of success 3.1 The successful delivery of the HRA capital programmes, providing high quality housing stock. Item 11 Page 111 of 222
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4. Supporting documentation 4.1 Appendix 1 – 2026/27 HRA Capital Programme – Mainstream Budget Monitoring Period 3 Appendix 2 – 2026/27 HRA Capital Programme – New Build / Council Buy Back Scheme Budget Monitoring Period 3 Stephen Llewellyn Depute Chief Executive Item 11 Page 112 of 222
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Financial impacts are outlined throughout the report. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Item 11 Page 113 of 222
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Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? All activities undertaken by the Council are subject to risk, and in acknowledging the Council’s approved Risk Management Strategy, Services 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). Item 11 Page 114 of 222
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If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Item 11 Page 115 of 222
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Appendix 1 2026/27 HRA CAPITAL PROGRAMME Budget Monitoring Report Revised Working Legally Ledgered Projected Variance MAINSTREAM PROGRAMME Programme Committed Balance to Date Spend £000 £000 £000 £000 £000 £000 Estate Regeneration Estate Regeneration 750 347 403 272 510 (240) Sub Total 750 347 403 272 510 (240) Energy Efficiency Heating 9,480 7,456 2,024 1,870 9,640 160 Window/Door Replacement 6,724 8,036 (1,312) 1,336 8,036 1,312 Decarbonisation 11,185 10,986 199 1,765 10,986 (199) Sub Total 27,389 26,478 911 4,971 28,662 1,273 Major Repairs Major Repairs 7,170 7,168 2 798 7,807 637 Roofing/Rendering 15,000 16,182 (1,182) 775 16,182 1,182 Sub Total 22,170 23,350 (1,180) 1,573 23,989 1,819 Home Safety and Security Lead Pipe 50 - 50 - 50 - Entry Systems 1,500 650 850 14 650 (850) Electrical Works 1,250 1,738 (488) 240 2,286 1,036 Sub Total 2,800 2,388 412 254 2,986 186 Tower Strategy Tower Strategy 10,679 7,527 3,152 876 7,627 (3,052) Tower Demolitions - Ambition 6,281 5,647 634 1,908 6,602 321 Sub Total 16,960 13,174 3,786 2,784 14,229 (2,731) Internal Upgrading Kitchens - Repairs 5,500 5,112 388 1,731 5,112 (388) Bathrooms - Repairs 3,000 2,957 43 407 2,957 (43) Sub Total 8,500 8,069 431 2,137 8,069 (431) Community Care Community Care 900 864 36 372 944 44 Sub Total 900 864 36 372 944 44 Fees / Miscellaneous Fees / Miscellaneous 8,454 8,514 (60) 161 8,514 60 Grants - - - - 20 20 Sub Total 8,454 8,514 (60) 161 8,534 80 TOTAL (Mainstream Programme) 87,923 83,184 4,739 12,524 87,923 - Financed by: Borrowing (Mainstream) (58,421) - (58,418) 3 Borrowing (Ambition) (6,281) - (6,281) - Capital Receipts - (3) (3) (3) CFCR (23,221) - (23,221) - TOTAL RESOURCES (87,923) (3) (87,923) - Over/(underspend) On Borrowing (3) Period 3 Summary Item 11 Page 116 of 222
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Appendix 2 2026/27 HRA CAPITAL PROGRAMME Budget Monotoring Report Working Legally Ledgered Projected NEW BUILD PROGRAMME Programme Committed Balance to Date Spend £000 £000 £000 £000 £000 £000 New Build 62,652 61,977 675 10,114 62,652 - Fees 3,324 3,324 - - 3,324 - TOTAL (New Build Programme) 65,976 65,301 675 10,114 65,976 - Financed by: Borrowing (32,357) - (32,357) - CFCR (4,670) - (4,670) - Scottish Government New Build Grant (27,152) (8,103) (27,152) - Sale of Land & Buildings (1,797) - (1,797) - Total (65,976) (8,103) (65,976) - Projected Over/(Underspend) on Borrowing - Ledgered Projected Variance Council Buy Back Schemes Programme Committed Balance to Date Spend £000 £000 £000 £000 £000 £000 Empty Homes and Open Market Empty Homes and Open Market 13,529 4,979 8,550 4,739 13,529 - MTR Scheme 1,210 0 1,210 - 1,210 - Fees / Recharges 369 369 - - 369 - TOTAL 15,108 5,348 9,760 4,740 15,108 - Number of Properties Settled 38 38 Financed by: Scottish Government Grant (6,050) (600) (6,050) - Subsidy Income (726) - (726) - Borrowing (MTR) (484) - (484) - Borrowing (EHPS/OMPS) (7,847) - (7,847) - Total (15,108) (600) (15,108) - Over/(underspend) on Borrowing - Variance Period 3 Summary Item 11 Page 117 of 222
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref VR/JM Date 19/08/26 Enterprise and Communities – Capital Monitoring Report From Stephen Llewellyn, Depute Chief Executive E-mail RobertsV@northlan.gov.uk Executive Summary This report highlights the financial performance of 2026/27 Enterprise and Communities capital programme for the period ended 19 June 2026 (Period 3). In summary the Service has a total capital working budget of £173.908m. At this stage in the financial year the service is currently reporting a break-even position. Further explanation of project variances and management action taken by the Service is included within the main report and attached appendices. Recommendations It is recommended that the Housing Committee: (1) Acknowledges the financial position of the 2026/27 Enterprise and Communities capital programme. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (25) Ensure intelligent use of data and information to support fully evidence based decision making and future planning Programme of Work Statutory / corporate / service requirement Item 12 Page 119 of 222
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1. Background 1.1 Financial year 2026/27 is the third year of the 5-year capital programme which was approved by the Policy and Strategy Committee on 19 March 2026. 1.2 The Enterprise and Communities 2026-27 capital programme approved at Committee was £144.665m. The programme has since been increased by £29.243m relating to carry forwards from 2025/26 and increased external funding of £20.485m. This results in a revised working capital budget of £173.908m. 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. 1.4 A 10% Trend-Based Adjustment has been applied to reflect historic profiling challenges in delivering major capital projects, often caused by procurement challenges, contractor issues, and site conditions. This adjustment provides a more realistic forecast for the Treasury Management Strategy and informs the Council’s borrowing needs. 2. Report 2.1 At this early stage in the financial year the Service is reporting a break-even position with no major variances to report. 2.2 However, it is worth noting that with continuing increases in the cost of delivering capital programmes all service areas continue to face significant challenges managing the delivery of capital programmes within the available envelope of resources. The Service will continue to seek to manage within existing resources. 2.2 Capital budgets and expenditure are summarised by project/theme within Appendix 1. 3. Measures of success 3.1 The Service aim is to be in a balanced budget position at financial year-end and will take current reprofile requests to Committee. 4. Supporting documentation 4.1 Appendix 1 Summary Expenditure by Project/Theme Stephen Llewellyn Depute Chief Executive Item 12 Page 120 of 222
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Service aims to operate within approved funding levels and utilise budget virements to support emerging issues and mitigate variances across budget heads. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Item 12 Page 121 of 222
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? All activities undertaken by the Council are subject to risk, and in acknowledging the Council’s approved Risk Management Strategy, Services managed these as part of their overall corporate and service planning processes. The current economic climate, in particular, has the potential to impact upon the Council’s ability to provide quality services within approved budget levels. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). Item 12 Page 122 of 222
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If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Item 12 Page 123 of 222
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Appendix 1 Enterprise & Communities Capital Programme 2026/27 Theme Expenditure Summary 1 April 2026 - 19th June 2026 (PERIOD 3) Thematic Category Revised Budget £ Actual £ Committed £ Uncommitted £ Outturn £ Outturn variance £ ASSET & PROCUREMENT Maintaining Existing Assets - windows, re- roofing, re-wiring and condition survey works for the Council's building assets 9,154,916 1,153,633 3,234,698 5,920,218 9,154,916 0 Targeted Investment MEA 14,485,682 708,722 5,222,202 9,263,480 14,485,682 0 Carbon Management 1,022,952 665,382 665,382 357,570 1,022,952 0 Office Accommodation 4,344,155 4,037 2,213,220 2,130,935 4,344,155 0 Health & Wellbeing & Digital Classrooms 145,412 0 145,412 0 145,412 0 Rationalisation including ASN & Social Work 1,573,158 212,036 766,515 806,643 1,573,158 0 Curriculum Development 1,251,914 63,071 461,635 790,279 1,251,914 0 Sustainable Estate 1,706,305 17,069 617,069 1,089,236 1,706,305 0 Outdoor Education and Outdoor Spaces 427,423 1,602 201,665 225,758 427,423 0 Future Capital Receipts Investments 852,230 111,124 661,695 190,535 852,230 0 Design Fees 1,923,908 0 1,923,908 0 1,923,908 0 1140 Early Learning and Childcare Expansion 0 0 0 0 0 0 Water Quality 93,584 11,173 11,173 82,411 93,584 0 Demolitions 4,148,202 778,355 2,820,090 1,328,112 4,148,202 0 TOTAL ASSET & PROCUREMENT 41,129,841 3,726,204 18,944,663 22,185,177 41,129,841 0 TOWN AND COMMUNITY HUBS Town and Community Hubs 50,775,264 13,870,608 49,451,887 1,323,377 50,775,264 0 TOTAL TOWN AND COMMUNITY HUBS 50,775,264 13,870,608 49,451,887 1,323,377 50,775,264 0 COMMUNITY OPERATIONS Operational and Infrastructure Development 8,658,531 1,559,209 7,065,288 1,593,243 8,658,531 0 Greenspace and Cemeteries 2,556,603 736,979 1,588,298 968,305 2,556,603 0 Greenspace Climate Resilience and Wellbeing 1,081,304 26,248 513,743 567,561 1,081,304 0 Parks Master Plan (including Strathclyde Park Watersports Centre Redevelopment) 10,011,971 98,001 1,221,599 8,790,372 10,011,971 0 Roads and Street Lighting/Asset Mgt 15,835,052 1,960,777 10,662,896 5,172,156 15,835,052 0 Contaminated Land and Resilience 711,209 336,015 711,209 0 711,209 0 Targeted Investment Com ops 2,525,000 0 2,015,000 510,000 2,525,000 0 TOTAL COMMUNITY OPERATIONS 41,379,670 4,717,229 23,778,034 17,601,636 41,379,670 0 PLACE Economic Regeneration 9,292,130 358,381 8,312,549 979,581 9,292,130 0 City Deal 12,109,630 177,611 9,554,064 2,555,566 12,109,630 0 Enterprise Projects 436,982 5,874 424,144 12,838 436,982 0 Infrastructure & Transportation Improvements 13,652,940 597,856 6,248,102 7,404,838 13,652,940 0 TOTAL PLACE 35,491,682 1,139,723 24,538,859 10,952,823 35,491,682 0 Housing & Communities Comm Board Project Inv Fund 3,707,374 253,250 253,250 3,454,124 3,707,374 0 Community Asset Transfers 1,424,500 50,000 50,000 1,374,500 1,424,500 0 TOTAL HOUSING & COMMUNITIES 5,131,874 303,250 303,250 4,828,624 5,131,874 0 TOTAL ENTERPRISE & COMMUNITIES WORKING BUDGET 173,908,331 23,757,014 117,016,693 56,891,637 173,908,331 0 Trend Based Adjustment (14,236,816) (14,236,816) 0 Total Approved Service Budget 159,671,515 23,757,014 117,016,693 56,891,637 159,671,515 0 YTD OUTTURN Item 12 Page 124 of 222
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref SL/VR Date 19/08/26 Revenue Monitoring Report – Housing Revenue Account From Stephen Llewellyn, Depute Chief Executive E-mail robertsv@northlan.gov.uk 1. Background 1.1 The Council approved its Housing Revenue Account budget of £200.736m on 18 December 2026. 1.2 The Financial Regulations require Services to remain within their approved budgetary provision, and to report all significant deviations – defined as the higher of £100,000 or 5% - within their budget monitoring reports. Where significant deviations are identified, Services must provide explanatory commentary, outline the action required to rectify Executive Summary This report provides a summary of the Housing Revenue Account financial performance for the period 1 April 2026 to 19 June 2026 (Period 3). The report illustrates the projected outturn as at 31 March 2027, with major outturn variances highlighted and explained in accordance with the Council’s approved Financial Regulations. The Service is currently projecting a breakeven position for the financial year. In setting the 2026/27 budget, savings of £0.344m 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 2026/27 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 13 Page 125 of 222
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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 a breakeven position for the financial year. Analysis of Significant Variances 2.2 There are currently no significant variances projected within the Housing Revenue Account. Risk and Uncertainty 2.3 Although significant works have been undertaken to identify and develop remediation strategies, the Service continue to consider the potential costs and appropriate funding solutions associated with the impact of Reinforced Autoclaved Aerated Concrete (RAAC). This will continue to be considered with future monitoring reports updated as appropriate. Earmarked and One-off Resources 2.4 HRA reserve balances brought forward from 2025/26 total £25.098m. This includes a revised contingency fund balance of £2.007m, representing 1% of the approved 2026/27 HRA budget. In addition, resources of £13.913m 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 £9.178m is retained for ongoing risks and uncertainties and to support one off costs of any future budget strategies. A review of reserve balances is undertaken as part of the year end close down to ensure suitable reserves levels are maintained. Appendix 2 provides details of the individual earmarked reserves held. 2026/27 Budget Savings 2.5 The service uses a variety of information, records and processes to monitor achievement of its approved budget savings of £0.344m. All of the savings have been implemented. 3. Measures of success 3.1 The Service continues to operate withing approved resources and meet required savings targets. 4. Supporting documentation 4.1 Appendix 1 HRA Summary 4.2 Appendix 2 Earmarked Reserves / Balance Sheet Provisions Item 13 Page 126 of 222
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Stephen Llewellyn Depute Chief Executive Item 13 Page 127 of 222
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The financial impacts are contained within the report and supporting appendices. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Item 13 Page 128 of 222
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Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? All activities undertaken by the council are subject to risk, and in acknowledging the Council’s approved Risk Management Strategy, Services manage these as part of their overall corporate and service planning process. The current economic climate, in particular, has the potential to impact upon the Council’s ability to provide quality services within approved budget levels. To reduce other financial risks, this report was prepared by service-based Finance personnel in consultation with budget managers, in accordance with the Financial Regulations. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Item 13 Page 129 of 222
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5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Item 13 Page 130 of 222
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Appendix 1 FINANCIAL MONITORING REPORT 01 April 2026 to 19 JUNE 2026 (Period 3) COMMITTEE: HOUSING CATEGORY ANNUAL PROJECTED ANALYSIS BUDGET OUTTURN % (1) (5) (6) (8) (9) (10) £ £ EMPLOYEE COSTS 39,733,645 39,733,645 0 - 0.0% 0 Balanced Budget PROPERTY COSTS 71,680,169 71,680,169 0 - 0.0% 0 Balanced Budget SUPPLIES & SERVICES 1,280,670 1,280,670 0 - 0.0% 0 Balanced Budget TRANSPORT & PLANT 465,400 465,400 0 - 0.0% 0 Balanced Budget ADMINISTRATION COSTS 5,244,765 5,244,765 0 - 0.0% 0 Balanced Budget PAYMENTS TO OTHER BODIES 241,120 241,120 0 - 0.0% 0 Balanced Budget APPORTIONED EXPENSES 6,732,003 6,732,003 0 - 0.0% 0 Balanced Budget CAPITAL FINANCING COSTS 46,380,829 46,380,829 0 - 0.0% 0 Balanced Budget C.F.C.R. 27,890,590 27,890,590 0 - 0.0% 0 Balanced Budget OTHER COSTS 1,086,628 1,086,628 0 - 0.0% 0 Balanced budget TOTAL EXPENDITURE 200,735,819 200,735,819 0 - 0.0% 0 OTHER GRANTS 0 0 0 - 0.0% 0 Balanced Budget FEES AND CHARGES 11,314,745 11,314,745 0 - 0.0% 0 Balanced Budget RENTS 188,750,126 188,750,126 0 - 0.0% 0 Balanced Budget INTEREST 15,000 15,000 0 - 0.0% 0 Balanced Budget DEPARTMENTAL CHARGES 655,948 655,948 0 - 0.0% 0 Balanced Budget SURPLUS 0 0 0 - 0.0% 0 Balanced Budget INCOME 200,735,819 200,735,819 0 - 0.0% 0 NET EXPENDITURE 0 0 0 - 0 FAV = Favourable variation, underspend etc 362,119 ADV = Adverse variation, overspend, income under-recovery etc PROJECTED OUTTURN PERIOD MOVEMENTVARIANCE (7) Item 13 Page 131 of 222
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Appendix 2 DESCRIPTION OF EARMARKED RESERVES VALUE OF EARMARKED RESERVE CARRY FORWARD ANALYSIS VALUE % (1) (2) (3) (4) (5) (6) £ £ £ Ambition 1,306,000 0 100.0% 1,306,000 Carry Forward Temporary Additional Staffing 358,064 186,148 48.0% 171,916 Carry Forward Additional Loan Charges 3,702,000 0 100.0% 3,702,000 Carry Forward Enterprise Contract 232,000 0 100.0% 232,000 Carry Forward Rent Restructure 216,000 0 100.0% 216,000 Carry Forward Loan Debt Holiday 4,799,000 0 100.0% 4,799,000 Carry Forward UCAF 1,000,000 500,000 50.0% 500,000 Carry Forward Tenant Support Initiative 410,000 218,411 46.7% 191,589 Carry Forward Environmental Initiative 890,000 491,419 44.8% 398,581 Carry Forward Future IT Development 1,000,000 0 100.0% 1,000,000 Carry Forward SUB TOTAL 13,913,064 1,395,978 90.0% 12,517,086 Change Management/Risks & Uncertainty 9,177,773 0 0.0% 9,177,773 Core Reserve 2,007,358 0 100.0% 2,007,358 TOTAL 25,098,195 1,395,978 94.4% 23,702,217 PROJECTED OUTTURN North Lanarkshire Council Housing Revenue Account - Earmarked Reserves 01 April 2026 to 19 JUNE 2026 (Period 3) Item 13 Page 132 of 222
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref: VR/JMcG Date 19/08/26 Revenue Monitoring Report – Enterprise and Communities From Stephen Llewellyn, 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 19 June 2026 (Period 3) and illustrates the projected outturn as at 31 March 2027. Major outturn variances are highlighted and explained as per the Council’s approved Financial Regulations. In summary, the Enterprise and Communities service is currently forecasting a break-even position at this early stage in the financial year. Recommendations It is recommended that the Housing Committee: (1) Acknowledges the financial position of the 2026/27 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 14 Page 133 of 222
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2. Report Summary of Financial Position 2.1 The Council approved its General Fund Revenue Budget on 26 February 2026, of which £248.307m (21%) represented the approved Net Revenue Budget for Enterprise and Communities. 2.2. At this early stage in the financial year Enterprise and Communities is currently forecasting a break-even position. 2.3 Section 2.5 provides commentary on the financial performance of the Service per division. In addition, Appendices 1 to 4 of this report provide further explanation of the significant budget variations contributing to this outturn position. 2.4 The 2026/27 Enterprise and Communities budget incorporates £3.255m of savings. It is currently expected that all savings (100%) will be delivered within the current financial year. Analysis of Significant Variations 2.5 The Enterprise and Communities service is currently forecasting a break-even position at this early stage in the financial year. As at Period 3, compensating variances across the divisions are further explained as follows: 2.5.1 Community Operations (Break Even) Community Operations is projecting a break-even position overall. Within Fleet Services, a number of compensating variances are being reported. An underspend of £0.321m is projected on employee costs due to staffing vacancies. This is fully offset by overspends across several budget headings, including property costs (£0.239m), primarily reflecting forecast increased electricity costs associated with the new Bellshill Hub which are being investigated and external vehicle hire costs based on anticipated demand (£0.159m). 2.5.2 Assets and Procurement (Break Even) There are no variances within Asset & Procurement at this early stage in the financial year. 2.5.3 Place (Break Even) An overall break-even position is anticipated for Place at this early stage of the financial year. A net underspend of £0.101m is projected in employee costs and associated capital recharge income, primarily due to vacancies across the Service. This is offset by an under-recovery of parking income (£0.077m) and a number of smaller overspends across the division, resulting in a balanced overall position. 2.5.4 Housing and Communities (Break Even) There are no variances within the Housing and Communities division at this early stage in the financial year. 2.6 Included within the reported outturn is the Council’s trading services. For 2026/27 the Council approved a surplus budget of £0.308m. The Council must comply with a statutory requirement to at least break-even over a rolling three-year period. The combined surplus in 2023/24, 2024/25 and 2025/26 was a deficit of £0.211m. As at Period 3 the Trading Accounts are projecting on target. Item 14 Page 134 of 222
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2.7 Payments to other bodies are detailed in Appendix 3. This expenditure category has a total budget of £21.230m and is currently projected to be on £21.286m. Earmarked and One-off Reserves 2.8 Enterprise and Communities were given approval to earmark £23.376m of resources during the completion of the 2025/26 annual accounts. At Period 3, £18.730m of the reserve balance will be utilised in 2026/27, with the remaining balance of £4.646m required for the original purpose in future years. Appendix 4 details the individual Earmarked Reserves. 2026/27 Budget Savings 2.9 The Service uses a variety of information, records and processes to monitor achievement of its approved budget savings of £3.255m. 100% of these savings have been achieved in 2026/27. Management Actions 2.10 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. 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 Stephen Llewellyn Depute Chief Executive Item 14 Page 135 of 222
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Service continues to curtail non-essential expenditure and take management action to minimise the impact of cost pressures on the Council’s overall financial position. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Item 14 Page 136 of 222
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? All activities undertaken by the Council are subject to risk, and in acknowledging the Council’s approved Risk Management Strategy, Services managed these as part of their overall corporate and service planning processes. The current economic climate, in particular, has the potential to impact upon the Council’s ability to provide quality services within the approved budget levels. To reduce other financial risks, this report was prepared by service based Finance personnel in consultation with budget managers, in accordance with the Financial Regulations. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Item 14 Page 137 of 222
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5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Item 14 Page 138 of 222
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APPENDIX 1 DIVISION OF SERVICE ANNUAL BUDGET PROJECTED OUT- TURN % ANALYSIS [1] [2] [3] [4] [5] [7] £ £ £ Assets & Procurement 19,535,399 19,535,399 0 0.0% No outturn variance anticipated Community Operations 209,120,205 209,120,205 0 0.0% No outturn variance anticipated Housing & Communities 10,818,995 10,818,995 (0) 0.0% No outturn variance anticipated Place 9,140,190 9,140,190 0 0.0% No outturn variance anticipated Trading (308,106) (308,106) 0 0.0% No outturn variance anticipated NET EXPENDITURE 248,306,683 248,306,683 0 0.0% NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Objective Analysis Period 3 (01 April -19 June 2026) Enterprise & Communities PROJECTED OUT- TURN VARIANCE Item 14 Page 139 of 222
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APPENDIX 2 [1] [2] [3] [5] [7] £ £ £ EMPLOYEE COSTS 164,709,321 163,785,152 924,169 FAV 0.6% Vacancy savings partly offset by increased overtime and turnover PROPERTY COSTS 59,703,670 59,942,220 (238,550) ADV (0.4%) Increased utility costs anticipated at Bellhill hub (this is currently being investigated). SUPPLIES & SERVICES 24,185,923 24,392,877 (206,954) ADV (0.9%) Increased demand for external vehicle hires TRANSPORT & PLANT 30,660,954 30,761,940 (100,986) ADV (0.3%) Various minor internal fleet material cost increases ADMINISTRATION COSTS 10,766,249 10,798,719 (32,470) ADV (0.3%) Minor Variance PAYMENTS TO OTHER BODIES 21,505,822 21,561,871 (56,049) ADV (0.3%) See Appendix 3 TRANSFER PAYMENTS 125,000 125,000 0 0.0% CAPITAL FINANCING COSTS 54,508,225 54,508,225 0 0.0% REVENUE FINANCING COSTS 0 0 0 0.0% OTHER EXPENDITURE 4,755,228 4,729,294 25,934 FAV 0.6% Minor Variance TOTAL EXPENDITURE 370,920,392 370,605,296 315,094 FAV 0.1% INCOME 122,613,709 122,298,615 (315,094) ADV (0.3%) Capital recharge under-recovery (offset by vacancy savings) and under-recovery of parking charge income NET EXPENDITURE 248,306,683 248,306,683 (0) 0.0% CATEGORY ANNUAL BUDGET PROJECTED OUT-TURN FINAL OUT-TURN VARIANCE [4] NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Subjective Analysis Period 3 (01 April -19 June 2026) Enterprise & Communities % ANALYSIS Item 14 Page 140 of 222
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APPENDIX 3 [1] [2] [3] [5] [7] £ £ £ ROADS MAINTENANCE CONTRACTOR 15,212,720 15,197,892 14,828 FAV 0.1% Minor Variance. BUSINESS SUPPORT GRANTS 543,160 543,160 0 0.0% Balanced budget. HOMELESS SUPPORT FEES 1,487,019 1,487,019 0 0.0% Balanced budget. PAYMENTS TO OTHER BODIES - GENERAL 2,530,902 2,530,902 0 0.0% Minor Variance. PAYMENTS TO CONTRACTORS - ROADS & INFRA 666,409 681,437 (15,028) ADV (2.3%) Minor Variance. SUB-CONTRACTOR PAYMENTS 222,436 224,086 (1,650) ADV (0.7%) AGENCY FEES 433,904 488,102 (54,198) ADV (12.5%) Minor Variance PUBLIC ANALYST FEES 304,546 304,546 0 0.0% Balanced budget. PRIVATE SECTOR HOUSING GRANTS 104,726 104,726 0 0.0% Balanced budget. TOTAL EXPENDITURE 21,505,822 21,561,871 (56,049) ADV (0.3%) CATEGORY ANNUAL BUDGET PROJECTED OUT-TURN PROJECTED OUT-TURN % NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Payments to Other Bodies Period 3 (01 April -19 June 2026) Enterprise & Communities ANALYSIS [4] Item 14 Page 141 of 222
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APPENDIX 4 Value % Local Heat and Energy Efficiency Funding 30 0 30 0 30 100.0% 0 0 30 Consultancy spend for LHEES program Property valuations 224 0 224 0 224 100.0% 0 0 224 Consultancy for Valuation process Dilapidations 1,010 0 1,010 0 1,010 100.0% 0 0 1,010 Costs associated with leased in property disinvestment Enterprise Contract 481 0 481 0 481 100.0% 0 0 481 Final set up cost for the Enterprise Contract Repairs 500 0 500 0 500 100.0% 0 0 500 Additional CRA requirements Winter Reserve 1,500 0 1,500 0 1,500 100.0% 0 0 1,500 Contingency for significant winter event Contribution to capital programme 115 0 115 0 115 100.0% 0 0 115 Causeyside Street / Arria Lighting Roads 25/26 Underspend C/F 1,000 0 1,000 0 1,000 100.0% 0 0 1,000 To cover the backlog in maintenance & pre Christmas patching Fleet Insurance 426 0 426 0 426 100.0% 0 0 426 Additional costs for impact of changing premium and excess levels Home to School Transport 1,125 0 1,125 0 1,125 100.0% 0 0 1,125 Home to School Transport Contingency for Fleet pressures 550 0 550 0 550 100.0% 0 0 550 Contingency for increased fleet pressures Greenspace Grants 183 226 409 23 183 44.7% 0 0 183 Grants carried forward. Strathclyde Park Loss of income/costs 150 329 479 10 150 31.3% 0 0 150 Strathclyde Park Loss of income/costs Innovation fund 92 0 92 14 92 100.0% 0 0 92 Cemetery Records Digitisation Innovation Fund Digitisation 51 0 51 0 51 100.0% 0 0 51 Environmental Improvements Innovation Fund Digitisation 105 0 105 0 105 100.0% 0 0 105 Improvement grants RAAC Building Standard 863 370 1,233 0 863 70.0% 0 0 863 RAAC Building Standard Waste producer Packaging Grant C/F 6,039 0 6,039 0 6,039 100.0% 0 0 6,039 Waste Producer Packaging Grant Carry forward Leisure External grants & funding cfd 307 49 356 0 307 86.3% 0 0 307 Grant carried forward Culture Grants 89 0 89 0 89 99.5% 0 0 89 Grant carried forward. Active Schools - Sports Scotland 29 0 29 0 29 98.5% 0 0 29 Grant carried forward. Rapid Rehousing 397 0 397 52 397 100.0% 0 0 397 Rapid Rehousing programme to tackle homelessness Homelessness Surplus 409 591 1,000 0 409 41.0% 0 0 409 Increases in homelessness presentations HEEPS 197 394 591 0 197 33.3% 0 0 197 Energy Efficiency Schemes - assistance to allow programme to progress Life coach 83 83 165 0 83 50.0% 0 0 83 The project assists with independent living aspirations & corporate parenting duties Prisoner Early Relase 98 0 98 0 98 100.0% 0 0 98 To help early prisoners released avoid homelessness CCTV system 150 0 150 0 150 100.0% 0 0 150 Upgrade of Community Safety operating system Grant Award Programme 77 0 77 0 77 100.0% 0 0 77 Linked to revised GAP funding allocation as approved at Council Feb 2024 Greengairs Community Council 96 0 96 0 96 100.0% 0 0 96 Back-dated management fee per the T&Cs of the lease agreement Period Dignity 70 0 70 0 70 100.0% 0 0 70 Period Dignity Product Purchase Cumbernauld Community Grants 145 0 145 0 145 100.0% 0 0 145 Linked to revised GAP funding allocation as approved at Council Feb 2024 Operating Model/CAT Transfer Teams 97 0 97 0 97 100.0% 0 0 97 2fte NLC11 posts funded for 23 months (WSCG) Business Recovery 200 541 741 0 200 27.0% 0 0 200 Costs to support business recovery Business Awards 14 0 14 0 14 100.0% 0 0 14 Business Support LACER- Business Growth & Recovery 200 859 1,059 0 200 18.9% 0 0 200 Business Recovery Shared Prosperity Grant 87 0 87 51 87 100.0% 0 0 87 Grant carried forward Local Development Plan 160 0 160 0 160 100.0% 0 0 160 Set up cost to produce LDP Cumbernauld Town Centre Project 741 470 1,211 0 741 61.2% 0 0 741 Cumbernauld Town Centre Funding for future repairs. Smith Stone - Roadworks (former capital receipt) 0 101 101 0 0 0.0% 0 0 0 Roads Upgrades linked to former capital receipt Invest Website 20 0 20 0 20 100.0% 0 0 20 Website E&C Strategic Workforce Planning 621 633 1,254 0 599 47.8% 0 0 621 Temporary posts to facilitate change across the Service Total 18,730 4,646 23,376 150 18,708 80.0% 0 0 18,730 Service Specific Earmarked Reserves: £000£000£000£000£000£000£000£000 Reserves Required In Year Commentary Regards UsageDESCRIPTION OF EARMARKED RESOURCE Reserve Allocation 2026/27 Profiled in Future Years Approved Reserve Total Spend to Date Projected Spend Reprofile to Future Years No Longer Required FINANCIAL YEAR - 2026/27 NORTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report - Status of Earmarked Reserves Enterprise & Communities Period 3 (01 April -19 June 2026) Item 14 Page 142 of 222
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref SL/VR Date 19/08/26 Enterprise & Communities General Debtors Write-Off 2025 From Stephen Llewellyn, Depute Chief Executive E-mail robertsv@northlan.gov.uk 1. Background 1.1 During 2025/26 the Council issued invoices with an approximate value of £107.576m. 1.2 Within Enterprise and Communities there are a number of chargeable services including: Executive Summary This report presents a summary of outstanding debtor accounts which are deemed uncollectable following all attempts at recovery or are considered uneconomically viable to continue pursuing. In accordance with financial guidelines a provision for expected credit losses has previously been established for the outstanding accounts. The total recommended for write-off for 2025/26 is £333,467.45. In addition, it is recommended that school meal debt with a value of £41,734.21 is written off. Recommendations It is recommended that the Housing Committee: (1) Acknowledges the decision of the Depute Chief Executive and Chief Officer (Finance and Technology) to write-off debts under £500.00 totalling £245,115.30 under delegated responsibility; (2) Approves the write-off of all items over £500.00 to the value of £88,352.15; and (3) Approves the write-off of school meal debt of £41,734.21 for 2025/26 as set out in paragraph 2.7. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (25) Ensure intelligent use of data and information to support fully evidence based decision making and future planning Programme of Work Statutory / corporate / service requirement Item 15 Page 143 of 222
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• Building cleaning • Fleet • Waste Collection and Disposal • Burials • Land rental charges • Rechargeable property repairs, and • Owner / occupier recharges 1.3 The value of Enterprise and Communities invoices raised during the 2025/26 financial year was £31.591m. 1.4 With support from the Corporate Debt Recovery Team, all appropriate measures are undertaken to recover outstanding debts, including the issue of reminder letters, engagement of collection agents and where appropriate, legal action. However, despite these steps, there is a small proportion of debts that are deemed uncollectible or are considered not cost effective to pursue further. 1.5 The annual review of outstanding debt balances and associated assessment of recoverability is undertaken in accordance with best accounting practice and represents a reasonable assessment of expected income. 1.6 The Council will continue to monitor outstanding balances and will pursue recovery where the debtor’s circumstances change and further recovery action is considered practical and financially viable. 2. Report 2.1. An analysis of the outstanding balances held within the ASH debtors system has identified debts totalling £333,467.45 that are considered irrecoverable and therefore recommended for write-off in accordance with the Council’s debt management and accounting procedures. 2.2. There are a number of reasons why the outstanding balances are written off and these are summarised below: Deceased The debtor has died and investigations have confirmed that there are insufficient funds or assets within the estate to settle the outstanding debt. Liquidation/Sequestration The debtor or business has entered liquidation, sequestration, administration, bankruptcy or another formal insolvency process. It has since been established that there is no prospect of recovery. No Trace/Gone Away The debtor has been unable to be located. Consequently, there is no realistic prospect of pursuing recovery action at this time. Small Balances/ Uneconomical to Pursue The outstanding balance is of a low value or there are insufficient means available to recover the debt. The anticipated costs of continued recovery action would exceed the likely amount recovered and, therefore, further pursuit is not considered to represent an efficient use of Council resources. Recovery Exhausted The Council has undertaken all appropriate and proportionate recovery measures in accordance with its debt recovery procedures. Despite these efforts, recovery has proven unsuccessful and there is no reasonable prospect of collecting the outstanding balance. Item 15 Page 144 of 222
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2.3 The following tables categorise the value of debt recommended for write-off by cause and value. Cause Analysis Total (£) Number of Accounts Deceased 5,753.87 18 Liquidation/Sequestration 869.58 5 No Trace/Gone Away 15,414.03 31 Small Balances/Uneconomical to Pursue 186,627.56 1,241 Recovery Exhausted 124,802.41 460 Total 333,467.45 1,755 Value Analysis Total (£) Number of Accounts < £500.00 245,115.30 1,679 > £500.00 88,352.15 76 Total 333,467.45 1,755 2.4 The value of accounts identified for write-off represents a small proportion of the accounts raised annually by Enterprise and Communities (approximately 1.06%). This is reflective of a number of strategies adopted by the service including obtaining payment in advance for services where possible, withdrawing services from non-paying debtors, promoting payment by direct debit, and agreeing payment arrangements where appropriate. 2.5 For comparison purposes the table below provides the total values approved for write- off for the Service over the previous three years. This shows that the proposed write off value for 2026 is largely in line with previous years. Year Value Approved for Write off (£) 2025 366,973.35 2024 381,584.74 2023 504,654.30 Other Debt 2.6 In addition, there are other types of debt where invoices are not raised through the ASH debtor’s system, but is still subject to review and assessment. For Enterprise and Communities this includes debt for school meals. An analysis of the closing balance for 2025/26 has taken place with a value of £41,734.21 recommended for write off. These accounts were fully provided for within the Expected Credit Loss calculation during the 2025/26 year end close down therefore does not impact the current years financial position. 3. Measures of success 3.1 The Service continues to engage in a number of activities aimed at improving collection rates, reducing debt arising and streamlining the recovery process. These include • Application of the approved Debtors Policy and associated debt recovery procedures • Performance management reports • Payment arrangements • Payment by direct Debit • Payment in advance, and Item 15 Page 145 of 222
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• Cessation of service provision 3.2 The Council will continue to seek collection of the outstanding balances if the circumstances of the debtor alter and recovery is deemed practical. 4. Supporting documentation Not applicable Stephen Llewellyn Depute Chief Executive Item 15 Page 146 of 222
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? There are no additional financial implications linked to this report for the current financial year as a corresponding provision for expected credit losses has been included in the 2025/26 annual accounts. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 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 ☒ Item 15 Page 147 of 222
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If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Item 15 Page 148 of 222
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref GW Date 19/08/26 Strategic Performance Framework - latest performance results for Housing From Gillian Whitehead, Chief Officer (Housing and Communities) E-mail WhiteheadG@northlan.gov.uk Executive Summary The housing service covers the management of all housing provider related functions including housing repairs and investment, rent management, void management, tenancy management, tenant satisfaction, and homeless related services. Performance in each of these areas is monitored through various statutory returns, including the Annual Return on the Charter (ARC), the Scottish Government Housing Annual Statistical Return (HSAR), and the Scottish Government Homeless returns (HL1) as well as service and contractual performance indicators. The service has a robust performance monitoring regime where performance is reviewed on an ongoing basis and formally on a monthly, quarterly, and annual basis. As members of the Scottish Housing Network, the council regularly engages in benchmarking and practice sharing between other Scottish landlords. The purpose of this report is to highlight a six monthly update on performance. Specifically, the 2025/26 year end performance of the Housing service for the performance indicators detailed at Appendix 1. Recommendations It is recommended that the Housing Committee: (1) Review the high-level performance overview presented in Appendix 1 and identify where further information is required to understand or investigate performance further. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements Programme of Work Statutory / corporate / service requirement Item 16 Page 149 of 222
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1. Background 1.1 There are six inter-related strategic frameworks which are key to evaluating the success of The Plan for North Lanarkshire and assessing delivery towards achieving the overall vision by ensuring each stage is appropriately aligned, planned, guided, implemented, monitored, and governed. 1.2 The six frameworks focus on ensuring a corporate one council approach in respect of Policy, Governance, Performance, Self-Evaluation, Project Management, and Demonstrating Improved Outcomes for Communities. 1.3 The Strategic Performance Framework comprises performance measurement at three levels. This aims to collectively provide an overview of performance to help understand the impact of council activities on improving services and outcomes for the people and communities of North Lanarkshire. The measures in this Framework allow for day-to- day activities, and progress towards achieving the long-term vision set out in The Plan for North Lanarkshire, to be regularly monitored, reported, assessed, and scrutinised. 1.4 The Strategic Performance Framework is aligned to the Accounts Commission’ Statutory Direction which places a requirement on councils to ensure clear, balanced, and effective reporting on how well services are performing that includes (i) comparisons of performance over time and between councils, and (ii) shows how well local outcomes are being improved. For information, the council’s comparative performance in Local Government Benchmarking Framework (LGBF) indicators can be viewed through the Improvement Service’s online dashboard: https://www.improvementservice.org.uk/benchmarking/explore-the-data 1.5 A Performance Reporting Schedule supports the timely submission of a range of performance information to ensure fully informed review, reporting, scrutiny, and decision-making processes by Elected Members and senior management. This Schedule, endorsed by the Audit and Scrutiny Panel each year, includes Chief Officer’s individual Performance Reviews at Service Committees in line with the Strategic Performance Framework. 1.6 This report therefore presents the Housing Committee with the latest performance results for Housing services for Members’ further review and scrutiny. 2. Strategic Performance Framework Housing Committee responsibilities 2.1 In line with the terms of reference outlined in the Scheme of Administration, the Housing Committee is responsible for monitoring and reviewing performance information for the following Ambition Statements from The Plan for North Lanarkshire. 1. Ensure a housing mix that supports social inclusion and economic growth. 2.2 The high-level performance overview in Appendix 1 presents Members with a summary of the latest results for performance indicators relating to the Housing services that sit within the remit of the Chief Officer (Housing and Communities) in relation to Housing. 2.3 The information in Appendix 1 comprises the undernoted. Appendix 2 provides additional context in respect of the council’s approach to the measurement of indicators and setting of targets. Item 16 Page 150 of 222
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• An ideal direction arrow - this indicates whether a higher or lower figure is the preferred direction of travel. • Measurement unit - for example whether the result is a %, a number, a unit cost (in £), or a ratio. • Performance results for the most recent financial years (depending on availability of data) along with the latest year’s target and corresponding RAG status (for indicators where it is appropriate to set targets). • The most recent quarterly results, along with the corresponding target and RAG status. Note the inclusion of this information is dependent on the measurement frequency of the indicator and availability of data as at the time of reporting. • A trend graph - this captures the direction of travel achieved over the years and includes the most recent monthly or quarterly results where available. • Comments - narrative summarising the current position and providing an explanation for any significant variations in performance. Where applicable, this narrative also highlights any internal or external factors impacting on service delivery as well as any residual effects of the pandemic, e.g. any increase or decrease in the volume of transactions or enquiries processed. Current context 2.4 The continuing impact of increased household costs, alongside wider economic uncertainty, continues to place significant financial pressure on many tenants. Supporting tenants to sustain their tenancy and prevent financial hardship remains a core priority for the service. The Rent Assistance & Universal Credit Assistance Fund, introduced in February 2023, continues to play an important role in providing targeted support to tenants, particularly those on low incomes and those experiencing temporary financial crisis. This approach aligns with the wider Scottish policy emphasis on early intervention and tenancy sustainment. To date, 4911 tenants have been supported through this innovative fund, which not only provides practical assistance at a critical time but also encourages ongoing engagement between tenants and their trusted housing officer. This preventative and person-centered approach has contributed to a reduction in overall rent arrears, which currently stand at 6%. 2.5 Housing pressures continue to be felt across Scotland following the national housing emergency declaration by the Scottish Government in May 2024. The ongoing shortage of affordable housing, increasing demand for homelessness services and sustained pressures on temporary accommodation continue to present challenges for local authorities. Recent legislative developments, the Housing (Scotland) Act 2025, contains provisions relating to homelessness prevention, rent controls, tenant rights, housing standards, and the implementation of Awaab’s Law in Scotland. The focus on homelessness prevention has reinforced the importance of early intervention and partnership working to prevent housing crises before they occur. North Lanarkshire experienced an increase in homelessness presentations, between 2021/22 and 2023/24. However, the sustained commitment of locality teams and support staff, combined with targeted prevention activity, has enabled resources to be directed effectively to those households most at risk. This approach has contributed to a 5% reduction in homelessness presentations during 2025/26. We continue to address A higher figure is better A lower figure is better Key to RAG status Green Performance is on target and/or within acceptable thresholds Red Performance does not meet target and is outwith acceptable thresholds Blue Performance surpasses the target and exceeds expectations Item 16 Page 151 of 222
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homelessness demand through focused operational activity and collaborative partnership working. 2.6 The service continues to comply fully with the Homeless Persons (Unsuitable Accommodation) (Scotland) Order 2014 and does not utilise B&B-type accommodation, which remains a common contingency measure in other local authority areas. This commitment supports the wider national objective of improving outcomes for people experiencing homelessness by ensuring access to appropriate, settled and high-quality temporary accommodation Recent performance highlights 2.7 The percentage of rent due in the year that was lost due to properties being empty (void rent loss %) is currently 0.67%, improving on last year's outturn of 0.80% and remaining significantly below our target of 1%. Effective void management and continued focus on minimising re-let times have helped maintain strong performance in this area. The average time taken to re-let properties remains consistent at 30 days with last year's improved figure and continues to meet our target. 2.8 Our percentage lets to homeless people has increased further this year to 54.5% supporting our continued efforts to reduce homelessness pressure and provide permanent housing solutions. Satisfaction with the quality of temporary accommodation remains exceptionally high at 98.1%, exceeding our enhanced target of 96%. These results reflect our ongoing commitment to maintaining high standards across our temporary accommodation portfolio, including continuous investment in furnishings, fixtures, fittings and property presentation. 2.9 Our repairs service continues to deliver strong performance, supporting safe, warm and sustainable homes for tenants. The average timescale for completing emergency repairs is 2.66 hours, comfortably within our target of 3.75 hours. The average timescale for completing non-emergency repairs is 6.8 days, also achieving our target of 7 days. Continued investment in service delivery and digital scheduling processes has helped maintain performance while responding to increasing service demand. Areas of performance requiring improvement 2.10 During the year, the Council completed 33,306 gas safety visits, with only one compliance failure. The original appointment was scheduled within the required timescale but could not proceed as the tenant had Covid. This was subsequently rearranged to a more suitable time for the tenant and was completed four days outside the compliance timescale. Next steps 2.11 As noted in paragraph 1.5, the Strategic Performance Framework is supported by a Performance Reporting Schedule. This sets out the arrangements for service, statutory, and Strategic Performance Framework reporting to committee. In this respect the relevant Committee can expect to receive the following reports in respect of Housing areas of work during 2026 to 2027. Item 16 Page 152 of 222
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Report Description Committee Committee cycle for next report Housing Regulator: annual landlord report This report presents the annual landlord report published by the Scottish Housing Regulator (SHR) which shows Scotland’s social landlords’ performance for both Local Authorities and Registered Social Landlords (RSL’s) against the Scottish Social Housing Charter (SSHC). • Latest report in November 2025: link to report Housing Committee Cycle 4 in 2026 Scottish Housing Regulator: Annual Assurance Statement Since April 2019, Social Landlords in Scotland are required to advise the Scottish Housing Regulator (SHR) if they meet the regulatory standards and requirements by submitting an Annual Assurance Statement between April and October each year. Each landlord should confirm in its Statement its level of compliance with all of the relevant requirements at section 3 of the Regulatory Framework. The SHR assesses each Statement as part of their regulatory risk assessment and publishes an engagement plan for each landlord. From March 2021, RSL engagement plans include a regulatory status which is the SHR judgment on whether the RSL complies with regulatory standards and requirements. • Latest report in August 2025: link to report Housing Committee Cycle 3 in 2026 Annual housing / Scottish Social Housing Charter performance report The annual performance report to tenants is designed to keep tenants, service users, and other customers informed of council performance and how the council is progressing towards meeting the outcomes of the Scottish Social Housing Charter (SSHC). Latest report published on the website October 2025: link to website n/a, published on the council’s website by 31st October each year Community safety performance Update on the performance of the Community Safety Hub following its merger into Housing. Latest report in February 2026: link to report Housing Committee Cycle 1 in 2027 Homeless performance and progress This report provides an update in terms of performance in relation to the provision of homelessness services which continued to be delivered throughout the pandemic and, despite the challenges the pandemic brought, highlights many areas of improved performance. Latest report in November 2025: link to report Housing Committee Cycle 4 in 2026 Item 16 Page 153 of 222
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3. Measures of success 3.1 Measures of success include: • Regular oversight and monitoring of performance across the organisation to gain assurances in terms of governance and accountability. • Regular review and challenge processes to scrutinise the performance of the council to ensure effective use of resources and that resources are directed in accordance with agreed policy and according to priorities, while ensuring sound decision making and clear accountability for the use of resources in achieving improved outcomes for service users and the local community. • Performance monitoring, management, and reporting arrangements that support the demonstration of improved performance in local services and outcomes, and the delivery of Best Value. 4. Supporting documentation 4.1 Appendix 1 - High-level performance overview. 4.2 Appendix 2 - Note for information in respect of performance indicators and targets. Gillian Whitehead Chief Officer (Housing and Communities) 5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Item 16 Page 154 of 222
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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 ☐ 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? Monitoring and managing service performance supports the ongoing oversight of the service’s risk register. Item 16 Page 155 of 222
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5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Item 16 Page 156 of 222
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Appendix 1 Housing High-level performance overview - as at July 2026 Item 16 Page 157 of 222
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Appendix 2 Note for information in respect of performance indicators and targets It should be noted that the nature of particular areas of service being measured in order to assess and manage performance do not always lend themselves to a traditional approach to either measuring performance or setting targets, for example: • Some indicators (and targets) are required to monitor performance against a commitment or minimum standard the council has made in advance to achieve a stated level of performance when delivering a service. • Some indicators (and targets) are required to assess compliance with legislative requirements. • Some targets represent the level of performance that the council aims to achieve from a particular activity in either the short, medium, or long-term. • Some indicators are needed to help present a complete picture of performance in the round, as a single performance indicator used in isolation rarely tells the whole performance story and a range of indicators are required to reflect the economic, efficient, and effective aspects of demonstrating best value. • Some indicators and targets can help to support accountability to the public in terms of demonstrating best value and an efficient and effective approach to the delivery of services. • Some indicators are monitored to ensure the council complies with specific requirements, such as information governance or health and safety. • Some indicators are monitored to provide added context in order to help interpret performance results or supplement other existing measures. Information such as this can be critical to enhance knowledge and decision making in terms of demand to help determine priorities and allocate resources. • For some indicators it is not appropriate to set targets as it is the trend in the data (i.e. the direction of travel) that provides more meaningful information to allow for an assessment in relation to whether performance has improved. • Some indicators are national benchmarking indicators where their purpose is to allow for comparisons with other councils and the national average. These benchmarks are, in essence, can openers designed to focus questions on why variations in cost and performance are occurring between similar councils. • Some indicators are proxy measures, particularly in the case of measuring outcomes, as without directly measurable data for a desired outcome the only alternative is to use a proxy that is an indirect measure of the desired outcome but which is itself strongly correlated to that outcome. Item 16 Page 160 of 222
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref CB/RD Date 19/08/26 Housing and Corporate Maintenance and Investment Services Contract: Annual Report From Cameron Barr, Chief Officer (Housing and Communities) E-mail BarrCa@northlan.gov.uk Executive Summary The purpose of this report is to provide Committee an Annual Performance Report on the Housing and Corporate Maintenance and Investment Services Contract (the “Contract”) and set out future committee reporting arrangements. Committee will recall the Interim Annual Performance Report submitted on 27 August 2025. This report consolidates the information from that report and provides full performance information to cover the complete reporting period of the extended contract year (01 July 2024 – 31 March 2026). The Contract is for a minimum initial period of eight years with contract extensions available, at the council’s discretion, to a maximum contract duration of twelve years. The Contract has been operational since 01 July 2024. The estimated upper financial limit of the Contract, over the maximum duration of the Contract, including contingency, is £1.8 billion. This report provides strategic and key performance indicator measurements against the Contract as well as performance in relation to the Scottish Housing Regulator and measuring the charter outcomes. This should ensure elected members have sufficient information to assess how Mears Limited performance supports the council in delivering against The Plan for North Lanarkshire, as well as producing a high level of service delivery, legal compliance and customer satisfaction. Recommendations It is recommended that the Housing Committee: (1) acknowledge the operational performance of Mears Limited for both Housing and Corporate repairs, covering the period from 01 July 2024 to 31 March 2026; (2) acknowledge the enhanced contract management regime in place to support the management of this Contract; and (3) acknowledge key Contract achievements in the extended first year of Contract delivery, including the successful mobilisation of the Contract, integration of 46 transition contracts and Social Value deliverables. Item 17 Page 161 of 222
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1. Background 1.1 Committee will recall previous reports on the interim performance of the Contract. 1.2 Since 01 July 2024 council officers have utilised this Contract to deliver a range of maintenance, repair and essential compliance services to its Housing and Corporate property portfolio. 1.3 The purpose of this report is to provide Committee a full Annual Performance Report based on the extended first year of the Contract. 2. Report 2.1 Contract Award 2.1.1 On 2 May 2024 council provided the necessary approval to award the Contract to Mears Limited. Following approval, the Contract was signed on 22 May 2024 and a mobilisation phase commenced to ensure the Contract was ready to use for Contract commencement on 01 July 2024. 2.2 Contract Overview for Year 1 2.2.1 On commencement of the Contract, it was essential that we established our new contractual relationship with enhanced governance and assurance whilst maintaining a high-quality service to tenants and clients. 2.2.2 All existing services successfully transferred to the new contract on day 1 with no impact to our tenants. 2.2.3 We have continued to drive high volumes of work through the Contract during this reporting period. This includes in excess of 209,000 routine and immediate response repairs, 25,322 void property orders and the handling of 277,679 calls. 2.2.4 In general, the Contract has maintained consistently high-performance levels throughout and is subject to a higher level of performance management and scrutiny than all previous related contracts. 2.2.5 The establishment of a new contract governance structure has brought increased assurance to the contract management and delivery process and has allowed us to develop, evolve and improve the Contract on a continual basis. This structure is fully embedded in the Contract delivery and has transformed our approach to the management of major contracts. 2.2.6 Overall, the contract has delivered on all key objectives during the first reporting period. The Plan for North Lanarkshire Priority All priorities Ambition statement (24) Review and design services around people, communities, and shared resources Programme of Work Statutory / corporate / service requirement Item 17 Page 162 of 222
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2.3 Transition Contracts 2.3.1 During the first 21 months of the Contract which constituted the extended first contract year, a total of 46 additional contracts successfully transitioned to the new Contract and services are now being provided by Mears Limited, including via its supply chain. 2.3.2 In addition to the transition contracts, an additional 15 workstreams have been integrated into the Contract which include new and emerging technologies such as rain water attenuation systems, air source heat pumps and wind turbines for corporate properties. 2.3.3 Council officers continue to monitor these workstreams in collaboration with the Contractor to ensure continuity of essential service delivery. 2.4 Social Value 2.4.1 Delivering social value at scale to benefit the local area was a key objective of the Enterprise Contracts procurement and remains at the forefront of contract delivery. The social value approach was designed to deliver targeted benefits specific to the market and deliver tangible outcomes. The Contractor’s social value commitments, which are contractualised, include: • creation of new jobs over the first three years of the Contract, recruitment where possible from the local area; • commitment to provide a significant craft and modern apprenticeship programme which includes 35 direct apprentices employed and an additional 15 apprenticeships delivered via the supply chain for each year of the contract. This will deliver between 400 – 600 apprentices over the life of the contract; • commitment to work placements over the duration of the Contract, working with local schools, colleges and employability programmes and engaging with NL Education • continue to contract with voluntary, community and social enterprises through its supply chain; • continued commitment to a head office and operational depots in North Lanarkshire with upgraded accommodation; • commitment to diversifying its workforce through initiatives such as “Tradeswomen into Maintenance”, and the “Armed Forces Covenant”; • commitment to employee volunteering for local charities or community projects; and • offer knowledge and experience of developing training colleges to help the council realise its ambition of creating its construction skills academy. 2.4.2 Key Social Value highlights delivered during the extended first year of the Contract are focussed on the apprenticeship programme and, wider benefits delivered directly to community organisations. 2.4.3 With regard to the apprenticeship programme, headline figures over the reporting period are: • 110 apprentices employed through the Enterprise Contract. Item 17 Page 163 of 222
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• As part of this programme, the Contract delivers the highest number of plumbing apprenticeships in Scotland, helping address long-term skills shortages within the construction industry. • Longer term social value benefits can also be evidenced by: • 100% retention into tradesperson status • 98.5% apprentice completion rate across all year groups 2.4.4 Additional Social Value measured during the first year of the contract includes: • Over £32.9 million invested through the local supply chain, almost doubling the extended commitment of £17.5 million. • More than £43.2 million spent with local micro, small and medium-sized enterprises (MSMEs), significantly exceeding the extended target of £21 million. • £23,998 of equipment and resources donated to local voluntary, community and social enterprise (VCSE) organisations. • £14,450 invested through donations and in-kind contributions to community projects, more than eight times the contractual commitment. • Increased volunteering, education engagement and careers support, including school visits, employability mentoring, careers events and digital inclusion activity. • Continued investment in equality, diversity and inclusion training, expert business advice to VCSEs and SMEs, and supplier engagement through Meet the Buyer events. • Women into Construction Initiative – encouraging female pupils to consider careers in construction through dedicated talent taster sessions and practical engagement opportunities. 2.4.5 Alongside the apprenticeship programme and the wider social value measures covered in 2.4.4, a range of community projects have been supported directly through the Contract which are outlined in Appendix 1. 2.4.6 Case studies highlighting 2 projects delivered through contractual social value commitments are included in Appendix 2 for information. 2.4.7 NLC collaboration has contributed to the development of the Glasgow City Region Community Benefits Hub Wishlist, aimed at enhancing the delivery of community benefits across North Lanarkshire. 2.4.8 The Community Benefits hub is a web-based portal aimed at allowing communities to request community benefits in the form of either goods or services from suppliers involved in the delivery of public contracts. The current dashboard can be seen in Appendix 3. Each group can enter up to three requests at any one time with a maximum cap on each request of £2,000. 2.4.9 Use of the Community Benefits hub fully aligns with the North Lanarkshire Council Social Value Framework approved at the Policy and Strategy Committee on 19 March 2026. 2.4.10 In addition to the contractual social value commitments outlined in 2.4.1, the Contractor has voluntarily signed up to the NL Community Benefits Hub and is utilising the portal match with local groups to further enhance the delivery of community benefits for this contract. Item 17 Page 164 of 222
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2.5 Contract Governance 2.5.1 The essential elements for effective contract management were established for Contract commencement, with the more advanced approaches developed and introduced, as a priority, throughout Contract Year 1. 2.5.2 All contract management mechanisms, including a suite of contract management tools previously reported, are now fully embedded and operational. 2.5.3 The contract governance groups are fully established with appropriate representation at all levels and meet regularly in line with contractual obligations. 2.5.4 The Project Board continues to meet regularly to oversee this Contract and provide strategic oversight and governance for all Enterprise Contracts and, will continue to meet through Contract Year 2 and beyond. 2.6 Annual Service Delivery Plan 2.6.1 The Contract requires the council to prepare an Annual Service Delivery Plan (the “ASDP”) that covers each Financial Year. In preparing the plan, the Authority consulted with Mears Limited to develop the plan. 2.6.2 The ASDP outlines the council’s forecast requirements for the financial year ahead, including Core Services and Core Projects, anticipated budgets, high level scoping information and project timelines. The creation of this document has allowed the council and Mears Limited to forward plan, gain early awareness of upcoming projects, identifying resourcing requirements and potential supply chain opportunities. 2.6.3 Where the Authority has additional requirements for services that are not detailed in the ASDP, the council may provide the opportunity to price delivery of these services to Mears Limited by means of a Project Request. 2.6.4 Where Mears Limited agrees to deliver such services, these shall be incorporated by means of additional Core Services or Core Projects (as appropriate). 2.6.5 An extract containing the council’s forecast requirements for the year ahead from the ASDP is contained in Appendix 4. 2.7 Strategic Performance Indicators 2.7.1 The contract requires Mears Limited to prepare a report which summarises the progress made against each of the Strategic Performance Indicators (the "Strategic Maturity Monitoring Report"). 2.7.2 The council has worked collaboratively with Mears Limited to support them in achieving the SPIs. From the relevant Service Commencement Date, Mears Limited have monitored their performance against each SPI and have provided to the council a Strategic Maturity Monitoring Report detailing the level of service actually achieved. 2.7.3 Mears Limited have provided to the council adequate supporting evidence to demonstrate achievement of the relevant maturity level. Mears Limited is required to achieve maturity level 3 in respect of all SPIs by the end of the third Contract Year. 2.7.4 The Strategic Performance Indicators (SPIs) measure Mears Limited’s progress against each of the following strategic areas: Item 17 Page 165 of 222
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(a) Policy impact (comprising Social Impact, Health & Wellbeing; Climate Emergency & Environment; Community Participation and Empowerment; and Digital Transformation); (b) Service excellence (comprising Property asset management; Property estate management; and Day-to-day Service Delivery); and (c) Contract resilience (comprising Contract Financial Resilience; Commercial Evolution; and Culture and Collaborative Benefit). 2.7.5 The Strategic Maturity Monitoring Report contains: (a) a description of progress against each individual SPI; (b) Mears Limited’s assessment of the maturity level attained over the Contract Year for each individual SPI; (c) a summary of the evidence used to justify Mears Limited’s assessment of the maturity levels attained for each SPI; and (d) details of any steps taken by Mears Limited and/or proposed to support attainment of the agreed maturity level in the event of any SPI failures. 2.7.6 An extract containing the council’s assessment of Mears Limited’s SPI performance for Contract Year 1 is contained in Appendix 5. 2.8 Key Performance Indicators 2.8.1 The Contract allows for an enhanced approach to performance monitoring through the use of SPI’s and operational Key Performance Indicators (KPI’s), including the introduction of a Service Credit Model with financial deductions for failure to meet KPI’s. 2.8.2 To ensure governance and contract compliance, KPI data is verified and validated through the completion of quarterly audits, focusing on adherence to job completion timescales. 2.8.3 In addition, monthly mapping of completed jobs against reporting periods is now undertaken internally to provide further assurance around performance figures. This information is shared with both NLC client teams and Mears. 2.8.4 An audit log has been implemented by Mears to track and identify any changes to job timescales, providing greater transparency and accountability. 2.8.5 Internal teams have recently completed a comprehensive audit of all KPIs within the dashboard to ensure that data is being captured in accordance with the Enterprise Contract for Housing. A similar review is currently underway for Corporate Repairs. 2.8.6 Furthermore, all underlying raw data relating to KPIs has been shared with Mears to support validation and consistency. 2.8.7 Internal Audit have reviewed the processes and procedures used for KPI verification, alongside the suite of indicators and supporting Performance Handbook. Item 17 Page 166 of 222
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2.8.8 The governance and assurance in place around KPI reporting have been identified as an area of good practice in the latest Internal Audit report on the Contract. 2.8.9 The recording of operational performance indicators began at Contract commencement and provides for a comprehensive range of performance measures covering Capital Investment, Planned Maintenance, Reactive Repairs, Voids, Inspections, Health and Safety, Customer Satisfaction, Complaints, and Value for Money. 2.8.10 Descriptors of each KPI are available at Appendix 6. The KPI outputs for Contract Year 1 are available at Appendix 7 (Housing) and Appendix 8 (Corporate). 2.8.11 A single KPI was not measured during the extended first year of Contract. This indicator was intended to measure the completion of programme milestones, however, it became clear that the outputs for this indicator closely mirrored those of another KPI already being recorded. 2.8.12 Therefore, from Contract Year 2 indicators 2.1 and 2.2 will be combined to create a single KPI measuring Mears Limited’s planned maintenance completions against the agreed plan. There will be no reduction in the overall expected performance level or, to the value of Service Credits which can be accrued through KPI failure. 2.8.13 All other KPIs are now being measured in accordance with the Contract. 2.8.14 For the extended first year of the Contract, the Service Credit Model applied from the anniversary of the Contract commencement date onwards in line with contract clauses. Service credits were accrued in this reporting period from 01 July 2025 – 31 March 2026. 2.8.15 The value for Service Credits for the reporting period is £68,169.07. The sums recovered from Mears Limited will be used to further enhance contract management arrangements to support continuous improvement in the delivery of the Contract. 2.8.16 Details of Service Credit accruals are included in Appendix 9. 2.9 Housing Property Performance 2.9.1 97.40% of immediate response jobs were completed Within timescale from 1st July 2024 to 31st March 2026. July 24 March 26 2.9.2 97.94% of normal response jobs were completed within timescale from 1st July 2024 to 31st March 2026. 75% 80% 85% 90% 95% 100% Housing KPI - 3.1 (a) Item 17 Page 167 of 222
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July 24 March 26 2.9.3 97.79% of void repair orders were completed within timescale from 1st July 2024 to 31st March 2026. July 24 March 26 2.9.4 96.71% of repairs completed right first time from 1st July 2024 to 31st March 2026. July 24 March 26 2.9.5 Customer satisfaction for Mears Limited is 94.80% for 1st July 2024 to 31st March 2026. The 2024/25 Scottish average was 87% although for Local Authorities there was a slight reduction to 85%. We continue to receive various methods of surveys which include completed surveys online from tenants and at the post inspection stage of works, undertaken by Technical Officers. 75% 80% 85% 90% 95% 100% Housing KPI - 3.1 (b) 75% 80% 85% 90% 95% 100% Housing KPI - 3.4 75% 80% 85% 90% 95% 100% Housing KPI - 3.2 Item 17 Page 168 of 222
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July 24 March 26 2.9.6 The figures noted above can be viewed in Appendix 7. 2.10 Corporate Property Performance 2.10.1 96.44% of immediate response jobs were completed within timescale from 1st July 2024 to 31st March 2026. July 24 March 26 2.10.2 99.03% of normal response jobs were completed within timescale from 1st July 2024 to 31st March 2026. July 24 March 26 2.10.3 99.21% of repairs were completed right first time from 1st July 2024 to 31st March 2026. 75% 80% 85% 90% 95% 100% Housing KPI - 5.3 75% 80% 85% 90% 95% 100% Corporate KPI - 3.1 (a) 75% 80% 85% 90% 95% 100% Corporate KPI - 3.1 (b) Item 17 Page 169 of 222
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July 24 March 26 2.10.4 Customer satisfaction for Mears Limited is 98.89% for 1st July 2024 to 31st March 2026. Satisfaction is currently measured at the post inspection stage of works, undertaken by our Technical Officers. These figures can be viewed in Appendix 8. July 24 March 26 2.10.5 Overall, from a service perspective the Contract is providing a robust platform for delivering essential services, supported by regular performing monitoring and collaborative working agreements. Whilst there are areas requiring improvement particularly around consistency and communication, both the council and Mears Limited are working together to achieve this. 2.11 Frontline Resolutions 2.11.1 One hundred and nine Stage One complaints were received in relation to Mears Limited for the period 1st July 2024 to 31st March 2026. An analysis of all complaints received is undertaken by Housing Repairs to allow any re-occurring issues to be addressed and associated service improvement actions to be progressed. 2.11.2 The figures noted above can be viewed in Appendix 7. 2.11.3 To provide context to the number of complaints, the total combined Stage 1 and 2 complaints is 119 from a total of 208,518 jobs. This equates to an overall complaints percentage of 0.06%. 2.11.4 There are no complaints relating to corporate properties from 1st of July 2024 to 31st March 2026. 2.11.5 Investigations 75% 80% 85% 90% 95% 100% Corporate KPI - 3.2 75% 80% 85% 90% 95% 100% Corporate KPI - 5.3 Item 17 Page 170 of 222
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2.11.6 Ten Stage Two complaints were received in relation to Mears Limited for the period 1st July 2024 to 31st March 2026. An analysis of all complaints received is undertaken by Housing Repairs to allow any re-occurring issues to be addressed and associated service improvement actions to be progressed. 2.12 Core Projects 2.12.1 The Investment Team within Housing Service deliver the Housing Capital Programme. Within the Contract there are a number of thematic programme areas which are in scope for capital investment works to be carried out. The Contract provides Mears Limited with the first opportunity to submit proposals for the delivery of individual core projects as described in the ASDP. 2.12.2 The extent to which Mears Limited secure core projects is determined by a best value assessment. Should the Council determine that Mears Limited’s offer to deliver a core project does not constitute best value, the Council will procure and manage the requirement by other means. This commercial approach ensures the Council will always pay the ‘market rate’ for core projects. 2.12.3 The following table provides an overview of the core projects issued via the engagement process for Contract Year 1: Core Projects Count Value (circa) Awarded (via Core Projects) 18 £26.703m Not awarded (via Core Projects) 12 £13.565m In progress (under consideration) 4 £3.7m Totals 34 £43.968m 2.12.4 The Councils kitchen and bathroom renewal programme accounts for a significant value of the awarded core projects to date. Similarly, a significant value of core projects not awarded through this Contract relate to other aspects of the housing capital programme. These projects are procured via traditional procurement methods in line with General Contracts Standing Orders. A summary of the awarded and declined core projects issued via the engagement process are included in Appendix 10. 2.13 Contractual Spend 2.13.1 Contractual spend is monitored on a weekly basis, with summary reports provided to key stakeholders. An overview of extended Contract Year 1 spend is included below: Forecast (circa) Year 1 actual Variance Core Services £113.75m £123.1m + £9.35m Core Projects £87.5m £26.703m - £60.797m Mobilisation £600k £600k £0k Service Implementation £153k £153k £0k Totals £202.003m £150.531m - £51.472m Item 17 Page 171 of 222
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July 24 March 26 2.13.2 While spend to date on Core Projects is below the forecast level, there are 4 main attributing factors to consider, namely: • the period in which Core Projects are awarded, in comparison to when costs are then incurred. In most Core Projects there is likely to be a period before payments are due; • The first Core Project request was finalised in November 2024, 5 months into contract operation; • the forecast figures include a 25% contingency against budget; and • the requirement for the Council to secure Best Value through Core Projects, with £13.365 million of core projects being declined as they did not evidence best value. 2.13.3 The award of an estimated £26.703m of Core Project work is anticipated to increase Core Project spend from Contract Year 2 onwards. 2.14 The Contract Year Ahead 2.14.1 All remaining in scope contracts (2) will transition at their expiry date to the new Contract in June 2026. This will conclude the transition process and provide future efficiency in the delivery of 61 separate work areas. 2.14.2 Maintaining and improving the key performance figures will remain a focus over the next year. Any underperforming areas will be targeted by the governance groups to drive improvements. £0 £1,000,000 £2,000,000 £3,000,000 £4,000,000 £5,000,000 £6,000,000 £7,000,000 £8,000,000 £9,000,000 £10,000,000 £11,000,000 Extended Contract Year 1 - Spend per month Housing Core Services A&B Housing Core Projects C&D Corporate Core Services A&B Corporate Core Projects C&D Mobilisation payment Service Implementation Item 17 Page 172 of 222
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2.14.3 We will work collaboratively with the Contractor to achieve strategic maturity level 2 over the next year. This will be a key measure in evidencing the success of the enhanced contract management and delivery process that is in place. 2.14.4 A Repairs Excellence Forum has been established and this will carry out an end to end review for the customer journey and experience over the next year to identify areas where we can enhance and improve our service delivery. 2.14.5 We will continue to drive the delivery of real Social Value through the Contract over the next year. Following the August 2026 intake, we will have delivered 128 apprentices directly through the Contract, making Mears North Lanarkshire one of Scotland's largest apprenticeship employers. 2.14.6 As well as the headline apprentice figures, access to employment opportunities will continue to be widened through the Contract. The latest apprenticeship intake assessment, available at Appendix 11 shows: • 17% female apprentices • 14% Black, Asian and Other Ethnic (BAOE) representation • 11% disabled apprentices, with this expected to increase as individual learning plans are finalised • 37% recruited from Scotland's 20% most deprived communities • 5% recruited via employability programmes • 30% who had previously attended pre-entry trade courses at New College Lanarkshire • 25% who had previously participated in a Mears Talent Taster Day 2.15 Future Reporting 2.15.1 To ensure committee receives sufficient updates on the Contract, an Annual Report will be presented to the Housing committee at cycle 3, providing an overview of the achievement of SPIs, KPIs, Social Value outcomes, Contract spend, any applicable Service Credits and Strategic Maturity monitoring for each revised contractual year (April-March). 2.15.2 Further, an operational performance report providing committee with interim updates on performance against operational KPIs, Contract spend, and Social Value outcomes will be presented to the Housing committee at cycle 1 for each contractual year. 2.15.3 The Contract commencement date was originally intended to align with council financial reporting periods (April to March), however due to unforeseen delays in awarding the Contract, the Contract commenced on 01 July 2024. Therefore, Contract Year 1 misaligned with the intended financial year reporting cycle. 2.15.4 A Deed of Variation to the Contract was executed to extend Contract Year 1 to March 2026 for reporting purposes, therefore allowing all future Contract years to run April to March as originally intended. 2.15.5 The realignment of Contract reporting dates does not impact the original contract term, contract value, contractual obligations relating to Social Value commitments, KPI requirements or, the application of the Service Credit Model. 2.16 Risk Item 17 Page 173 of 222
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2.16.1 Risks relating to the Contract are being managed both at an operational level through a contract risk register and at a corporate level. 2.16.2 Risks previously identified via the Enterprise Project procurement which remain live and relevant have been transferred to the contract risk register which is monitored and reviewed on a monthly basis by the level 4 governance group. New risks relating specifically to the Contract are added to this register on an ongoing basis. 2.16.3 A risk escalation process is in place across the governance structure to ensure appropriate oversight and management of risks throughout the life of the Contract. 3. Measures of success 3.1 The Contract delivers all contractual obligations, meets performance targets and additionally contributes to the following outcomes: • shape North Lanarkshire; • enhance our economy; • regenerate our communities; • provide cohesive maintenance and repairs; • focus on whole life investment; • achieve more efficient and effective delivery; • move towards more sustainable and carbon neutral communities; and • provide access to additional resources. 4. Supporting documentation Appendix 1 – Community Benefits Projects Appendix 2 – Social Value Case Studies Appendix 3 – Community Benefits Hub Dashboard Appendix 4 – Annual Service Delivery Plan Appendix 5 – Strategic Maturity Monitoring assessment Appendix 6 – Key Performance Indicators Descriptions Appendix 7 – Key Performance Indicators (Housing) Appendix 8 – Key Performance Indicators (Corporate) Appendix 9 – Service Credit Recovery Appendix 10 - Core Projects Summary Appendix 11 - Apprenticeship Programme 2025-26 Cameron Barr Chief Officer (Housing and Communities) Item 17 Page 174 of 222
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Future contract spend across core services and core projects will be dependant on available budgets in each financial year. ASDP forecasts have been provided in line with service requirements and predicted available budgets but are subject to any future budget fluctuation. 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? Deed of Variation has been executed on the contract as outlined at paragraph 2.15 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 ☐ Item 17 Page 175 of 222
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If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). Item 17 Page 176 of 222
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If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Item 17 Page 177 of 222
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Appendix 1 – Community Benefit Projects Project Community Benefit Deliverables St Aidan's High School transformed a therapeutic classroom environment to provide a safe, inclusive and supportive learning space for pupils. Inclusive Sport Partnerships support for Glasgow Clan Inclusive Rugby and Airdrie Harriers Athletics, helping create inclusive sporting opportunities for children and young people of all abilities. Various fundraising by both staff and contractors for chosen charity partner St Andrew’s Hospice annual golf day June 2025 raised £47,000; Ben Nevis challenge raised £3,600; It’s a Knock Out raised £2,200. Lanarkshire Deaf Hub Refurbishment improved accessibility and security through installation of a new door entry system, CCTV and sensory fire alarm enhancements. Jackson Summer School supplied refreshments, juice and healthy snacks for more than 400 children attending the community summer programme. Community Defibrillator Project supported local fundraising efforts by installing a lifesaving defibrillator free of charge for community use. Christmas Community Appeal provided donations and essential support valued at more than £5,000, to homeless charities, foodbanks and vulnerable families during the festive period. Yummy Tummy Project tackled food insecurity over Christmas by providing festive meals and food support to more than 40 local families. Easter Egg Appeal distributed Easter gifts valued at more than £3,000, supporting hundreds of children and families across North Lanarkshire. Christ the King School Playground Upgrade delivered with support from the Mears Foundation to create a safer and more engaging outdoor learning environment. Sunart Street Garden Project redesigned and renewed accessible planters within a retirement complex, improving wellbeing and outdoor accessibility for residents. Ochil Street Garden Project and Mornay Way Garden Project delivered environmental improvements to retirement communities, enhancing communal outdoor spaces. Item 17 Page 178 of 222
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Appendix 2 – Social Value Case Studies Item 17 Page 179 of 222
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Appendix 3- Community Benefits Hub Dashboard Item 17 Page 184 of 222
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Appendix 4 – Annual Service Delivery Plan Order Type Order Type Potential Annual Value Core Services Order Type A £53,762,882 Order Type B £15,332,821 Core Projects Order Type C £11,750,000 Order Type D £2,370,000 Combined Services & Projects Potential Value £83,215,703 Client Service Area Project or Works Description Estimated Annual Value Repairs & Maintenance Asbestos Removal Works £450,000 Repairs & Maintenance Housing Repairs - External CCTV £100,000 Repairs & Maintenance Housing Repairs - Empty Houses £15,988,570 Repairs & Maintenance Housing Repairs - Emergencies £2,200,000 Repairs & Maintenance Housing Repairs - Rout Repairs £13,999,990 Repairs & Maintenance Housing Repairs - Painter work £1,830,000 Repairs & Maintenance Housing Repairs - Heating £7,800,000 Repairs & Maintenance Housing Repairs - Chute Maintenance £249,000 Repairs & Maintenance Housing Repairs - Lift Maintenance £934,000 Repairs & Maintenance Housing Repairs - Stair/Close £1,574,821 Repairs & Maintenance Housing Repairs - Fencing £1,500,000 Repairs & Maintenance Housing Repairs - Lock-Ups £192,910 Repairs & Maintenance Housing Repairs - Door Entry System £260,000 Repairs & Maintenance Housing Repairs - Laundries £216,000 Repairs & Maintenance Housing Repairs - Water Quality £100,000 Repairs & Maintenance Housing Repairs - Sprinkler Maintenance £15,000 Repairs & Maintenance Housing Repairs - Fixed Electrical Testing £90,000 Repairs & Maintenance Housing Repairs - Pumps £310,000 Repairs & Maintenance Housing Repairs - Roof Fans £185,000 Repairs & Maintenance Housing Repairs - Alarm System £100,000 Repairs & Maintenance Housing Repairs - Roof Anchors £15,000 Repairs & Maintenance Housing Repairs - Major Repair £1,099,990 Repairs & Maintenance Housing Repairs - Sampling & Air Monitoring £110,000 Repairs & Maintenance Housing Repairs - Estate based initiatives £150,000 Repairs & Maintenance Housing Repairs - Electrical Testing £2,000,000 Repairs & Maintenance Housing Repairs - Lighting Conductors £8,000 Repairs & Maintenance Housing Repairs - PAT Testing £50,000 Repairs & Maintenance Housing Repairs - CCTV / Intruder £75,000 Repairs & Maintenance Housing Repairs - Fire Alarm Maintenance £15,000 Repairs & Maintenance Housing Repairs - Routine (UPVC) £1,550,000 Repairs & Maintenance Housing Repairs - Emergency (UPVC) £500,000 Repairs & Maintenance Housing Repairs - Empty Houses (UPVC) £654,990 Repairs & Maintenance Housing Repairs - Drain Cleaning/Repairs £499,756 Repairs & Maintenance Housing Repairs - Adaptations £1,250,000 Item 17 Page 185 of 222
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Repairs & Maintenance Housing Repairs - EPC's £25,000 Corporate R&M Emergencies, routine works, cyclical/remedials. £7,523,859 Corporate R&M Capital works including renewal/upgrade of plant and equipment, NLP properties £4,252,817 Corporate R&M 5-year cycle of testing properties £600,000 Corporate R&M Yearly inspection and repairs £200,000 Legal and Democratic Election services (estimate) £421,000 Asset & Procurement Riverbank Community Hub reconfiguration £40,000 Asset & Procurement Multiple Type D Core Projects (Corporate estate) £500,000 Asset & Procurement Multiple Type D Core Projects (School estate) £500,000 Housing Investment Bathrooms - Programmed Investment £2,000,000 Housing Investment Bathroom Replacements - Voids £1,000,000 Housing Investment Heating Replacement - Gas (Ad Hoc) £2,500,000 Housing Investment Kitchen Replacements - Programmed Investment £4,500,000 Housing Investment Kitchen Replacements - Voids £1,000,000 Housing Investment John Smith Lifts - Sheltered £380,000 Housing Investment Laurel Drive £250,000 Housing Investment Tower Decommissioning - For Demolitions £200,000 Housing Investment Flooring Covering £300,000 Housing Investment Laburnum Rd, Viewpark £200,000 Housing Investment Towers - Rectification Works £500,000 Community Safety CCTV (multiple locations) £250,000 Item 17 Page 186 of 222
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Appendix 5 – Strategic Maturity Monitoring assessment SPI Measure Level 1 Level 2 Level 3 Targets Measured Targets Met Targets Measured Targets Met Targets Measured Targets Met 1.1 Social Value, Health and Wellbeing 4 75.00% 3 - 4 - 1.2 Climate Emergency and Environment 6 83.33% 4 - 5 - 1.3 Community participation & empowerment 4 100.00% 5 - 3 - 1.4 Digital Transformation 3 66.67% 4 - 5 - 2.1 Property asset management 6 83.33% 4 - 8 - 2.2 Property estate management 7 100.00% 4 - 9 - 2.3 Day to day service delivery 3 100.00% 4 - 3 - 3.1 Contract financial resilience 4 50.00% 3 - 6 - 3.2 Commercial evolution 4 50.00% 5 - 3 - 3.3 Culture and collaborative benefit 11 81.82% 4 - 11 - Summary 52 79.02% SPI Maturity Level Achieved - Yes Item 17 Page 187 of 222
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Appendix 6 – Key Performance Indicators Descriptions Nr Description Frequency of Reporting Target Housing Key Performance Indicators 1.1 Programme milestones met in accordance with the accepted Capital Programme Plan and associated pricing 4 weekly 95% 1.2 Percentage of projects designed in accordance with the accepted Programme Quarterly 90% 1.3 Percentage of project milestones delivered in accordance with the accepted specification and Programme Monthly 95% 1.4 Percentage of Capital Programme defects (arising from workmanship or material failures) rectified by the contractor within the agreed defects period 4 weekly 98% 2.1 Programme milestones met in accordance with the accepted Planned Maintenance Plan and associated pricing Annually 95% 2.2 Percentage of Orders delivered in accordance with the accepted Planned Maintenance Sub-Programme Plan Annually 95% 2.3 Percentage of Planned Maintenance defects (arising from workmanship or material failures) rectified by the contractor within the agreed defects period Annually 95% 3.1 a) Percentage of total reactive repair Core Service Orders completed within the Order Completion Period. a) Immediate Response Monthly 95% 3.1 b) Percentage of total reactive repair Core Service Orders completed within the Order Completion Period. b) Normal Response Monthly 95% 3.2 Percentage of Reactive Maintenance Orders completed right first time Monthly 95% 3.3 Percentage of Reactive Maintenance Orders completed right first time - Defects rectified within 5 working days Monthly 95% 3.4 Percentage of void repair Orders completed within the Order Completion Period Monthly 95% 3.5 Percentage of Voids defects (arising from workmanship or materials failures) rectified by the contractor within the agreed defects period Monthly 95% 4.1 Percentage of statutory compliance inspections completed and documented each month compared to the agreed Compliance Plan schedule (Gas, Electrical, Asbestos, Water systems, Other) Annually 100% 4.2 Collection of 'as-fitted' asset and aligned O&M information within agreed post- completion timescales 4 weekly 95% 4.3 Number of interventions per annum from the HSE, SEPA or other body on health, safety and environmental issues Monthly 0 4.4 Reportable accident frequency rate (includes sub-contractor workforce) over a rolling 12 months Monthly 0 4.5 Number of actions identified through accident\incident investigations remaining open and overdue against agreed timescales Monthly 0 5.1 Percentage of scheduled Contractor appointments missed by the Contractor 4 weekly 5% 5.2 Customer satisfaction with completed projects achieved through post-scheme surveys over a 12 month rolling period 4 weekly 95% 5.3 Customer satisfaction with completed Reactive Repairs per month Monthly 95% 5.4 Number of justified complaints (relating to the Contractor's activities) per month received from our customers Monthly 5 5.5 Percentage of client requests for service information to support Freedom of Information responses or complaints dealt with within the agreed timescale Monthly 95% 5.6 Percentage of calls answered within agreed timescale. Monthly 90% 6.2 Orders completed but not charged within 30 days Monthly 5% 6.3 Orders outstanding beyond target completion date Monthly 5% 6.4 Number of disputes resolved within 28 days of notification Monthly 95% 6.5 Number of sub-contractor invoices paid within the agreed payment terms Monthly 95% 7.1 Compliance with year 1-3 commitments set out in the Contractor's submission (and confirmed during the Mobilisation Period) Annually 80% Item 17 Page 188 of 222
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Nr Description Frequency of Reporting Target Corporate Key Performance Indicators 1.1 Programme milestones met in accordance with the accepted Capital Programme Plan and associated pricing 4 weekly 95% 1.2 Percentage of projects designed in accordance with the accepted Programme Quarterly 90% 1.3 Percentage of project milestones delivered in accordance with the accepted specification and Programme 4 weekly 95% 1.4 Percentage of Capital Programme defects (arising from workmanship or material failures) rectified by the contractor within the agreed defects period Quarterly 98% 2.1 Programme milestones met in accordance with the accepted Planned Maintenance Plan and associated pricing Annually 95% 2.2 Percentage of Orders delivered in accordance with the accepted Planned Maintenance Sub-Programme Plan Annually 95% 2.3 Percentage of Planned Maintenance defects (arising from workmanship or material failures) rectified by the contractor within the agreed defects period Annually 95% 3.1 a) Percentage of total reactive repairs completed within the Order Completion Period. a) Immediate Response Monthly 95% 3.1 b) Percentage of total reactive repairs completed within the Order Completion Period. b) Normal Response Monthly 95% 3.2 Percentage of Reactive Maintenance Orders completed right first time Monthly 95% 3.3 Percentage of Reactive Maintenance Orders completed right first time - Defects rectified within 5 working days Monthly 95% 4.1 Percentage of statutory compliance inspections completed and documented each month compared to the agreed Compliance Plan schedule (Gas, Electrical, Asbestos, Water systems, Other) Annually 100% 4.2 Collection of 'as-fitted' asset and aligned O&M information within agreed post- completion timescales 4 weekly 95% 4.3 Number of interventions per annum from the HSE, SEPA or other body on health, safety and environmental issues Monthly 0 4.4 Reportable accident frequency rate (includes sub-contractor workforce) over a rolling 12 months Monthly 0 4.5 Number of actions identified through accident\incident investigations remaining open and overdue against agreed timescales Monthly 0 5.1 Percentage of scheduled Contractor appointments missed by the Contractor 4 weekly 5% 5.2 Customer satisfaction with completed projects achieved through post-scheme surveys over a 12 month rolling period 4 weekly 95% 5.3 Customer satisfaction with completed Reactive Repairs per month Monthly 95% 5.4 Number of justified complaints (relating to the Contractor's activities) per month received from our customers Monthly 2 5.5 Percentage of client requests for service information to support Freedom of Information responses or complaints dealt with within the agreed timescale Monthly 95% 6.2 Orders completed but not charged within 30 days Monthly 5% 6.3 Orders outstanding beyond target completion date Monthly 5% 6.4 Number of disputes resolved within 28 days of notification Monthly 95% 6.5 Number of sub-contractor invoices paid within the agreed payment terms Monthly 95% 7.1 Compliance with year 1-3 commitments set out in the Contractor's submission (and confirmed during the Mobilisation Period) Annually 80% Item 17 Page 189 of 222
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Appendix 7 – Key Performance Indicators (Housing) Housing KPIs Extended Contract Year 1 KPI Ref Reporting frequency Target Jul 24 Aug 24 Sep 24 Oct 24 Nov 24 Dec 24 Jan 25 Feb 25 Mar 25 Apr 25 May 25 Jun 25 Jul 25 Aug 25 Sep 25 Oct 25 Nov 25 Dec 25 Jan 26 Feb 26 Mar 26 3.1 a) Monthly 95% 98.09✓ 98.29✓ 98.24✓ 98.42✓ 98.20✓ 97.89✓ 97.85✓ 96.70✓ 95.92✓ 96.93✓ 96.12✓ 96.94✓ 96.16✓ 97.00✓ 97.31✓ 98.50✓ 98.42✓ 97.01✓ 97.24✓ 97.63✓ 96.33✓ 3.1 b) Monthly 95% 99.41✓ 99.83✓ 99.84✓ 99.78✓ 99.78✓ 99.63✓ 99.76✓ 99.45✓ 98.15✓ 99.20✓ 99.36✓ 97.21✓ 96.08✓ 97.03✓ 97.37✓ 98.24✓ 98.47✓ 97.69✓ 96.73✓ 97.07✓ 91.68x 3.2 Monthly 95% 98.51✓ 96.12✓ 95.52✓ 95.27✓ 94.41x 95.77✓ 94.45x 93.19x 92.61x 98.97✓ 98.87✓ 97.97✓ 96.34✓ 97.33✓ 97.35✓ 98.19✓ 98.67✓ 98.31✓ 97.37✓ 97.86✓ 98.41✓ 3.3 Monthly 95% 100.0✓ 100.0✓ 100.0✓ 75.00x 100.0✓ 0.00x 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 83.33x 100.0✓ 100.0✓ 100.0✓ 25.00x 77.78x 75.00x 3.4 Monthly 95% 99.01✓ 99.45✓ 98.00✓ 98.68✓ 99.40✓ 98.21✓ 97.19✓ 98.67✓ 95.98✓ 96.57✓ 98.11✓ 97.36✓ 97.44✓ 97.68✓ 99.15✓ 97.77✓ 99.39✓ 98.74✓ 97.22✓ 97.80✓ 92.99x 3.5 Monthly 95% 100.0✓ 100.0✓ 50.00x 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 4.3 Monthly 0 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 4.4 Monthly 0 2.42x 0.00✓ 0.00✓ 0.00✓ 7.25x 0.00✓ 4.83x 2.42x 0.00✓ 0.00✓ 2.42x 0.00✓ 0.00✓ 2.42x 0.00✓ 0.00✓ 0.00✓ 0.00✓ 2.42x 2.42x 0.00✓ 4.5 Monthly 0 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 5.3 Monthly 95% 92.48x 93.75x 96.58✓ 96.00✓ 94.42x 91.01x 92.68x 90.40x 92.54x 98.18✓ 94.97x 95.70✓ 91.85x 95.79✓ 95.16✓ 97.46✓ 94.93x 95.76✓ 97.03✓ 95.26✓ 95.40✓ 5.4 Monthly 5 1✓ 2✓ 1✓ 3✓ 6x 2✓ 3✓ 3✓ 3✓ 5✓ 8x 5✓ 6x 8x 11x 13x 12x 8x 3✓ 9x 7x 5.5 Monthly 95% 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 5.6 Monthly 90% 94.91✓ 94.77✓ 94.63✓ 94.70✓ 94.62✓ 94.70✓ 94.79✓ 93.23✓ 94.99✓ 95.23✓ 95.03✓ 95.12✓ 95.00✓ 94.78✓ 95.06✓ 95.25✓ 95.18✓ 94.88✓ 90.71✓ 93.51✓ 94.24✓ 6.2 Monthly 5% 0.00✓ 0.06✓ 0.03✓ 0.05✓ 0.00✓ 0.10✓ 0.05✓ 0.12✓ 0.07✓ 0.05✓ 0.16✓ 0.20✓ 0.14✓ 0.01✓ 0.09✓ 0.00✓ 0.02✓ 0.10✓ 0.04✓ 0.02✓ 0.22✓ 6.3 Monthly 5% 0.09✓ 0.03✓ 0.19✓ 0.31✓ 1.27✓ 2.07✓ 0.34✓ 0.28✓ 0.81✓ 1.62✓ 0.96✓ 1.67✓ 1.48✓ 2.41✓ 1.89✓ 2.41✓ 0.41✓ 1.67✓ 2.23✓ 2.39✓ 2.93✓ 6.4 Monthly 95% 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 6.5 Monthly 95% 100.0✓ 100.0✓ 66.52x 100.0✓ 100.0✓ 99.63✓ 91.37x 98.92✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 99.38✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ KPI Ref Reporting frequency Target P4 (25) P5 (25) P6 (25) P7 (25) P8 (25) P9 25) P10 (25) P11 (26) P12 (26) P13 (26) KPI Ref Reporting frequency Target July 2024 – March 2026 1.1 4 weekly 95% 95.28✓ 27.16x 61.76x 65.76x 81.32x 64.36x 33.33x 44.87x 44.31x 86.51x 2.1 Annually 95% No data 1.2 Quarterly 90% No data 100.0✓ 33.33x 100.0✓ 2.2 Annually 95% 99.00✓ 1.3 4 weekly 95% 49.33x 29.00x 64.81x 61.17x 83.93x 54.44x 60.00x 45.33x 32.50x 71.15x 2.3 Annually 95% 100.0✓ 1.4 Quarterly 98% No data 100.0✓ 0.00x No data 4.1 Annually 100% 100.0✓ 4.2 4 weekly 95% No data No data No data 100.0✓ No data 100.0✓ 0.00x No data No data No data 7.1 Annually 80% 100.0✓ 5.1 4 weekly 5% 5.81x 4.50✓ 3.98✓ 3.89✓ 7.79x 5.74x 6.10x 5.00✓ 5.78x 6.13x 5.2 4 weekly 95% 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ Item 17 Page 190 of 222
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Appendix 8 – Key Performance Indicators (Corporate) Corporate KPIs Extended Contract Year 1 KPI Ref Reporting frequency Target Jul 24 Aug 24 Sep 24 Oct 24 Nov 24 Dec 24 Jan 25 Feb 25 Mar 25 Apr 25 May 25 Jun 25 Jul 25 Aug 25 Sep 25 Oct 25 Nov 25 Dec 25 Jan 26 Feb 26 Mar 26 3.1 a) Monthly 95% 94.38x 98.08✓ 95.48✓ 97.32✓ 98.01✓ 99.42✓ 91.10x 91.37x 90.50x 96.60✓ 96.95✓ 97.59✓ 96.92✓ 99.31✓ 98.04✓ 98.42✓ 98.58✓ 97.78✓ 96.23✓ 99.01✓ 97.18✓ 3.1 b) Monthly 95% 100.0✓ 99.54✓ 99.06✓ 100.0✓ 99.59✓ 100.0✓ 99.39✓ 98.12✓ 98.51✓ 98.33✓ 100.0✓ 99.71✓ 98.75✓ 100.0✓ 99.57✓ 99.47✓ 99.39✓ 98.92✓ 99.08✓ 99.39✓ 95.98✓ 3.2 Monthly 95% 98.59✓ 99.84✓ 99.15✓ 99.88✓ 99.30✓ 99.48✓ 99.73✓ 98.88✓ 99.01✓ 97.26✓ 99.68✓ 99.75✓ 98.96✓ 99.62✓ 99.58✓ 99.11✓ 99.47✓ 98.02✓ 99.57✓ 99.36✓ 98.12✓ 3.3 Monthly 95% 100.0✓ 100.0✓ 100.0✓ 100.0✓ 0.00x 100.0✓ 0.00x 100.0✓ 0.00x 50.00x 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 66.67x 100.0✓ 100.0✓ 100.0✓ 100.0✓ 42.86x 4.3 Monthly 0 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 4.4 Monthly 0 2.42x 0.00✓ 0.00✓ 0.00✓ 7.25x 0.00✓ 4.83x 2.42x 0.00✓ 0.00✓ 2.42x 0.00✓ 0.00✓ 2.42x 0.00✓ 0.00✓ 0.00✓ 0.00✓ 0.00✓ 0.00✓ 0.00✓ 4.5 Monthly 0 0✓ 0✓ 0✓ 0✓ 1x 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 5.3 Monthly 95% 98.85✓ 99.47✓ 98.11✓ 100.0✓ 98.84✓ 98.10✓ 96.80✓ 98.35✓ 99.72✓ 99.35✓ 99.11✓ 100.0✓ 99.61✓ 98.23✓ 99.40✓ 98.77✓ 98.67✓ 98.05✓ 99.48✓ 97.91✓ 97.96✓ 5.4 Monthly 5 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 0✓ 5.5 Monthly 95% 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 0.00x 100.0✓ 100.0✓ 100.0✓ 6.2 Monthly 5% 0.00✓ 0.00✓ 0.00✓ 0.07✓ 0.07✓ 0.00✓ 0.43✓ 0.19✓ 0.06✓ 0.09✓ 0.16✓ 0.00✓ 0.20✓ 0.01✓ 0.11✓ 0.01✓ 0.03✓ 0.17✓ 0.05✓ 0.03✓ 0.28✓ 6.3 Monthly 5% 0.00✓ 0.00✓ 0.53✓ 0.06✓ 0.00✓ 0.00✓ 2.02✓ 0.10✓ 0.09✓ 0.25✓ 0.44✓ 1.16✓ 0.76✓ 0.54✓ 1.33✓ 0.31✓ 1.22✓ 2.37✓ 0.86✓ 3.25✓ 2.25✓ 6.4 Monthly 95% 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 6.5 Monthly 95% 100.0✓ 95.92✓ 74.29x 100.0✓ 100.0✓ 91.21x 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 98.06✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 100.0✓ 98.27✓ 100.0✓ 100.0✓ 100.0✓ KPI Ref Reporting frequency Target P4 (25) P5 (25) P6 (25) P7 (25) P8 (25) P9 25) P10 (25) P11 (26) P12 (26) P13 (26) KPI Ref Reporting frequency Target July 2024 – March 2026 1.1 4 weekly 95% No data No data No data No data No data No data No data No data No data No data 2.1 Annually 95% No data 1.2 Quarterly 90% No data No data No data No data 2.2 Annually 95% 98.48✓ 1.3 4 weekly 95% No data No data No data No data No data No data No data No data 84.62x No data 2.3 Annually 95% 100.0✓ 1.4 Quarterly 98% No data No data No data No data 4.1 Annually 100% 100.0✓ 4.2 4 weekly 95% No data No data No data No data No data No data No data No data 100.0✓ No data 7.1 Annually 80% 100.0✓ 5.1 4 weekly 5% No data No data No data No data No data No data No data No data No data No data 5.2 4 weekly 95% No data No data No data No data No data No data No data No data No data No data Item 17 Page 191 of 222
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Appendix 9 – Service Credit Recovery The information below details Service Credits accrued during extended Year 1 of the Contract, period 01/07/2024 – 31/03/2026. Service Credits were applicable from 01/07/2025. Service Credits accrued Housing Corporate Total Value of Service Credits Accrued £62,615.51 £5,553.56 £68,169.07 No of KPI assessed 492 429 921 Overall KPI Pass rate (for Strategic Monitoring only) 83.29% 95.93% 89.65% Item 17 Page 192 of 222
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Appendix 10 – Core Projects Summary Core Projects (awarded) Ref No Project Request Brief project details Proceed to Project Engagement Project Proposal Project Value Projected 008 Kitchen and Bathrooms Replacement of kitchens and bathrooms in domestic dwellings Yes Accept £20m 007 Fire Doors Supply & installation of 60 minute fire doors to sheltered & supported accommodation blocks Yes Accept £1.5m 022 John Smith Court Lift Installations Vertical lifting platform(s) at John Smith Court Yes Accept £1.5m 030 Replacement of Floor Coverings Removal & replacement of internal flooring & associated works on domestic properties Yes Accept £1m 028 RAAC Removal & Partial Roof Replacement RAAC Removal and Partial Roof Replacement Common Areas Yes Accept £650k 026 Low Rise Fire Doors FD30s Fire Door replacement and ancillary works at various properties Yes Accept £500k 031 Brannock High School changing areas refurb Refurbishment of existing changing rooms at Brannock High School Yes Accept £300k 019 Re-Conversion return to Domestic Property at Laurel Drive, Wishaw Conversion from office use to 4no one-bedroom flats Yes Accept £290k 012 Demolition Decommissioning Decommissioning of properties to support the Tower Strategy Demolition Programme Yes Accept £250k 009 WNF Concrete repairs to tower blocks Yes Accept £200k 006 Sports Hall Floors Our Lady's HS Cumbernauld Replace three sports hall floors, ventilation resolution, floor painting. Yes Accept £185k 011 Cambusnethan Children’s House Refurbishment of 6 No bedrooms and en-suite bathrooms, replacement lighting and new sanitaryware. Yes Accept £100k 005 John Smith Court Platform Lift Installation (Pilot) Install 2 x lifts at John Smith Court Yes Accept £100k 032 Riverbank Community Hub reconfiguration Lighting, power, data points, door and door security, painting and storage cabinets Yes Accept £44k 034 St Barbara’s acoustic solution Acoustic solution to 4 classrooms Yes Accept £25k 025 Brannock High School Common Room and Toilet Alterations Common Room and Toilet and Common Room Alterations at Brannock High School Yes Accept £25k 014 Condorrat Nursery Class Creation of two nursery classes Yes Accept £18k 013 Installation of toilet and changing area at Glencairn Nursery Creation of an additional WC, WHB and boot room Yes Accept £16k Item 17 Page 193 of 222
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Core Projects (not awarded) Ref No Project Request Brief project details Proceed to Project Engagement Project Proposal Project Value Projected 003 Controlled Door Entry Supply and installation of new controlled door entry systems and partial installations across domestic properties Yes Decline £6m 002b Rewires - Communal Areas Rewiring to communal areas Yes Decline £2m 015 Lift Replacements Replacement of 10 lifts across 5 sites No (Contractor declined opportunity) - £1.5m 016 Electric Heating Replacement of electric heating within domestic properties Yes Decline £1.5m 001 Lead Mains Replacement of lead mains and survey works Yes Decline £750k 002a Rewires - Domestic Rewiring to domestic properties following a failed EST Yes Decline £750k 010 Emergency Lighting in Towers and Car Park Lighting 1. Replacement of emergency light fittings in 5nr tower blocks 2. Replacement of external car park lighting at 2nr tower blocks Yes Decline £400k 017 Civic Centre Lift Renewal to Main Tower Replacement of lifts within Civic Centre Yes Decline £200k 020 Refurbishment of Bothwellpark Cemetery Bothy Internal refurbishment No (emergency works) - £200k 024 Roof Repair Phase 2 St Lucy’s Primary School, Cumbernauld Replacement of failed roof tiles on pitched roof, replace existing timber battens and existing plywood sarking boards below the roof tiles Yes Decline £150k 018 Dalziel Building Improved Utilisation of Spaces Alterations to open plan office to improve utilisation Yes Decline £65k 020 Dalziel High School Technical Room Floor to ceiling partition divide, including door included, M&E, including ventilation and associated works Yes Decline £50k Item 17 Page 194 of 222
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Appendix 11 – Apprenticeship Programme 2025-26 Item 17 Page 195 of 222
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Item 17 Page 196 of 222
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref: HO TB 26 006 (NLC-NTP-25-142) Date: 19 June 2026 Retrospective Noting NTP Contract Award for Whifflet and Calder Towers Enabling Works From Cameron Barr, Chief Officer (Housing and Communities) E-mail starbucks@northlan.gov.uk Telephone: Siobhan Starbuck, Contract Strategy Manager v via MS Teams Executive Summary Housing Committee is asked to acknowledge the actions of the Depute Chief Executive to award a contract for Enabling Works at Whifflet and Calder Tower Blocks in Coatbridge (the ‘Agreement’) In accordance with the councils General Contract Standing Orders (GCSOs) Clause 9.4 Negotiated Tendering Procedure. The Contract is for a period of 44 weeks and the main works will follow on from this contract subject to approval at a future committee. It was deemed necessary to award this contract as a Negotiated Tender following recommendations received as part of the Single Building Assessment. The value of the Contract shall not exceed Two Million, Four Hundred and Twenty-Three Thousand Seven Hundred and Forty Pounds and Fifty-Nine Pence Sterling (£2,423,740.59) exclusive of VAT across the Agreements full term. Recommendations It is recommended that the Housing Committee: 1) Acknowledges the actions of the Depute Chief Executive for the award of the Agreement to Kier Construction Limited (the “Contractor”) at the maximum value of Two Million, Four Hundred and Twenty-Three Thousand Seven Hundred and Forty Pounds and Fifty Nine Pence Sterling (£2,423,740.59) exclusive of VAT across the Agreements full term which is made up of a period of 44 weeks. Item 18 Page 197 of 222
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The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition Statement (14) Ensure the highest standards of public protection Programme of Work Transforming Places 1. Background 1.1 As part of North Lanarkshire Council’s Housing capital investment programme, significant refurbishment works were planned for Whifflet Court and Calder Court, Coatbridge. 1.2 These towers provide homes for a large number of residents and require comprehensive upgrades to address ageing building fabric, improve energy efficiency (thereby reducing fuel costs for tenants), and enhance fire safety measures. This project aligns directly with the Council’s priority to improve the health and wellbeing of our communities and the Transforming Places programme of work. 1.3 Kier Construction were awarded a PCSA (Pre Construction Services Agreement) for the design work for the tower refurbishment earlier this year. 1.4 Following the introduction of the Single Building Assessment (SBA) requirements under the Housing (Cladding Remediation) (Scotland) Act 2024, North Lanarkshire Council initiated a pilot programme involving 10 high-rise tower blocks. Whifflet Court and Calder Court formed part of this pilot. 1.5 The initial assessment undertaken by BB7 Limited identified the need for further detailed investigation to enhance the understanding of the buildings' construction. This reflects the more comprehensive nature of the Single Building Assessment process compared with earlier non-intrusive surveys undertaken as part of post-Grenfell fire safety reviews. 1.6 The recommendations arising from the Single Building Assessment aligned with the scope of the planned refurbishment programme. To expedite delivery, a phased approach has been adopted, bringing forward elements of the works through an enabling works package. The enabling works will include the removal of the existing external cladding system and the undertaking of any associated fabric repairs identified during the process. Concurrently, detailed design development will continue under the Pre-Construction Services Agreement (PCSA), enabling a seamless progression into the main works contract and supporting the timely delivery of the overall project. 2. Report 2.1 The initial estimated value of the Agreement dictated that the opportunity be considered as a “Lower Threshold Regulated” procurement procedure. 2.2 The procurement procedure was undertaken as a “Negotiated Tender Procedure (NTP)”. An NTP is a non-competitive procurement procedure that may only be undertaken were substantial justification and rationale can be demonstrated in accordance with the applicable procurement regulations therefore allowing the Council to engage and negotiate directly with an identified company without a competitive procurement procedure being undertaken. Item 18 Page 198 of 222
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2.5 Following advice from the Chief Officer (Asset and Procurement) and the Chief Officer (Legal and Democratic) in accordance with GCSO 9, the Chief Officer (Housing) approved the progression of the NTP on. 19 June 2026. 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 estimate budget for the Agreement was £2,100,000, however a 15% contingency has also been included to allow for additional waterproofing at junctions and substrate repairs should they be required once the cladding is removed. The costs associated with delivery of the Agreement will be contained within the HRA Capital budget within Housing. 2.8 The Council is in active discussions with the Scottish Government regarding the recovery of these costs through the funding mechanisms established to support Single Building Assessments and subsequent remediation activity. It is anticipated that eligible costs will be met through these arrangements, subject to agreement and approval. Price Stability 2.9 A priced description of works has been provided, with contract rates fixed for the full term of the contract, providing cost certainty throughout delivery. Community Benefits 2.10 Given the nature and timescales associated with this enabling works package, specific community benefit requirements were not incorporated into the procurement process. Community benefits will, however, form part of the wider refurbishment contract, with the value of these enabling works reflected in the overall community benefit considerations for the project. 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: • Does not employ staff on zero hours contracts • Although not accredited, pays its employees the real living wage 2.12 Further information on the Living Wage status of the recommended Contractor is detailed in Appendix 1. Item 18 Page 199 of 222
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Contract Management 2.13 Officers from the Investment team within Housing & 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; 3.1.1 Best Value will be demonstrated as outlined in Appendix 1; 3.1.2 The contract will deliver the removal of the external cladding from both towers, ensuring that risk profile of the buildings is reduced. 3.1.3 Undertaking these works in advance through a dedicated enabling works contract will streamline the delivery programme, enabling early completion of preparatory activities and supporting a more efficient progression into the main cladding replacement and refurbishment works contract. 3.2 The removal of the existing cladding will also provide the Council with improved visibility and understanding of the underlying building structure. This will create opportunities for enhanced risk mitigation, inform design development, and support greater cost certainty for the main refurbishment contract. 3.3 Overall, the contract will mitigate safety risks, support compliance with fire safety requirements, and accelerate the wider refurbishment programme. 4. Supporting documents Appendix 1 Summary of Procurement Procedure Cameron Barr Chief Officer (Housing and Communities) Item 18 Page 200 of 222
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? Funding will be provided by the Scottish Government. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? All procurement procedures will have potential legal implications however throughout this Agreement, compliance with the councils General Contract Standing Orders and the relevant procurement regulations has been maintained with advice from colleagues in Corporate Procurement and Legal Services sought as and when required. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e-mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Item 18 Page 201 of 222
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? All residents and their associate elected member(s) will be made aware of the works and what effect they will have on them. 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? An active risk register will be maintained for the duration of the contract. 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? Item 18 Page 202 of 222
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Yes ☐ No ☐ Item 18 Page 203 of 222
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Appendix 1 – Summary of Procurement Procedure Overview Reference HO TB 26 006 (NLC-NTP-25-142) Title Enabling Works at Whifflet and Calder Classification Works Responsible Chief Officer and Position Cameron Barr, Chief Officer (Housing and Communities) Competition Governance by Value Lower Threshold - The Procurement Reform (Scotland) Act 2014 and The Procurement (Scotland) Regulations 2016 Route to Market Negotiated Tender Procedure Justification for NTP Procedure: As per regulation 32 of the Public Contracts (Scotland) Regulations 2015, the works are: necessary where, for reasons of extreme urgency brought about by events unforeseeable by the contracting authority, the time limits for the open or restricted procedures or competitive procedures with negotiation cannot be complied with. How Has “Best Value” Been Demonstrated? Programme efficiency and acceleration Pulling forward elements such as cladding removal allows critical works to begin earlier, reducing delays to the main refurbishment programme. This can: • Shorten the overall construction period • Enable earlier access for follow-on trades And could: • Provide clear access to the structure • Allow surveys, design validation, and structural upgrades to proceed earlier • Reduce clashes during the main works Additional Comments Item 18 Page 204 of 222
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Award Details General Overview Total / Maximum Value £2,423,740.59 Contract Duration (Months) Six Contractor Registered Name(s) Keir Construction Limited Contractor Overview Registered Local Authority Area NLC Contractor(s) Size Large Living Wage Paying the Living Wage Yes Living Wage Accredited No Overview of Community Benefits Will be captured under the main contractor 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 ☐ Item 18 Page 205 of 222
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref: NLC–SLP-25-146 Date: 19 August 2026 Retrospective Noting of Contract Award for Single Building Assessments – Phase Two Consultancy Services From Cameron Barr (Chief Officer Housing and Communities) E-mail starbucks@northlan.gov.uk Telephone: Siobhan Starbuck, Contract x Strategy Manager via MS x Teams Executive Summary Housing Committee is asked to note the actions of the Depute Chief Executive in awarding a contract for Consultancy Services for Phase 2 of the Single Building Assessment (SBA) programme following the completion of a compliant procurement exercise, as detailed within this report. The contract will support the delivery of the Council's obligations under the Housing (Cladding Remediation) (Scotland) Act 2024 by undertaking Single Building Assessments across the identified Phase 2 properties and informing any subsequent remediation requirements. The contract commenced on 1 June 2026 and will operate for a period of 22 months. The total contract value is £1,613,047.50 excluding VAT. Recommendations It is recommended that the Housing Committee: 1) acknowledges the actions of the Depute Chief Executive to award the Agreement to AFEC International Limited (the “Consultant”) at the maximum value of One Million Six Hundred and Thirteen Thousand Forty-Seven Pounds and Fifty Pence Sterling (£1,613,047.50) exclusive of VAT across the Agreements full term which is made up of a period of 22 months that is anticipated to commence on 01 June 2026. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition Statement (14) Ensure the highest standards of public protection Item 19 Page 207 of 222
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Programme of Work Statutory / corporate / service requirement 1. Background 1.1 The Housing (Cladding Remediation) (Scotland) Act 2024 places duties on local authorities and registered social landlords to assess and, where necessary, remediate external wall cladding systems on relevant high-rise residential buildings. 1.2 In accordance with the Act, North Lanarkshire Council (NLC) is required to undertake Single Building Assessments (SBAs) for all residential buildings over 11 metres in height, together with any associated qualifying buildings. Where an SBA identifies remediation measures, the Council must take appropriate action to address the findings. 1.3 The Scottish Government has set a target for the completion of all SBAs and associated remediation activity by 2029. 1.4 To support compliance with these requirements, NLC is seeking to appoint a suitably qualified consultant to undertake Single Building Assessments across 27 residential properties exceeding 18 metres in height. 1.5 Given the statutory timescales associated with the programme and the availability of Scottish Government funding, the contract award was progressed outwith the Committee cycle and approved by the Depute Chief Executive in accordance with delegated authority. 1.6 The Agreement will be let under the NEC4 Professional Service Contract and will principally provide for the delivery of Single Building Assessments. The Agreement also includes provision for a range of related services, where required, including: • Removal, transportation and reinstatement of external wall panels, including temporary weatherproofing arrangements, to facilitate testing and fire performance assessments • Single Burning Item (SBI) and other relevant fire performance testing • Fire door surveys • Compartmentation surveys • Fire engineering services • Fire risk assessments • Associated enabling works. 1.7 A pilot SBA programme covering an initial 10 high-rise residential properties is currently being delivered by BB7 Consulting Limited. This arrangement is scheduled to conclude following the mobilisation of the Agreement detailed within this report, which will support the next phase of the Council's SBA programme. 1.8 To support the development and delivery of the procurement process, a multi-disciplinary panel comprising technical, procurement and service representatives was established as the User Intelligence Group (UIG). Item 19 Page 208 of 222
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1.9 The UIG was responsible for developing the procurement approach and preparing the Contract Strategy for the Agreement. The Contract Strategy sets out the Council's requirements and proposed approach to the procurement, tender evaluation, contract delivery and contract management arrangements, informed by appropriate market analysis, stakeholder engagement and option appraisal to ensure best value is achieved. 1.10 In accordance with GCSO 4.4, the Contract Strategy for the Agreement was approved on 27 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 18 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 was undertaken as an “Open Procedure”. The Open Procedure is a single stage competitive procurement where following the publication of the Contract Notice, any interested party could submit a tender, as long as they were on the Scottish Government list of authorised SBA providers when the tender period ended. 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 Consultant has been evaluated as submitting the most economically advantageous tender. 2.5 Appendix 1 provides a summary of the procurement procedure undertaken including the key considerations and outcomes. Financial / Budget Consideration 2.6 The pre-tender wholelife estimate budget for the Agreement was £2,000,000. The costs associated will be recoverable from the Scottish Government. Price Stability 2.7 A fixed cost for each SBA has been obtained and will not be subject to any increase during the life of the contract. Community Benefits 2.8 Consistent with the Council's commitment to securing community benefits through its procurement activities, the Agreement includes a community benefit requirement designed Item 19 Page 209 of 222
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to maximise opportunities for social, economic and environmental benefits within local communities 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 or apprenticeships. 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: • Providing their staff with appropriate channels for effective voice, such as trade union recognition • Will invest in workforce development through skills and training and investment in apprenticeships • No use of zero hours contracts • Taking action to tackle the gender pay gap and create a more diverse and inclusive workplace • Are an Accredited Living Wage Employer • Offering flexible and family friendly working practices for all workers from day one of employment 2.14 Further information on the Living Wage status of the recommended Contractor is detailed in Appendix 1. Contract Management 2.15 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; 3.2 NLC compliance with relevant legislation as well as alignment with recognised standard. 3.3 Suitable documentation for audits or assurance. 3.4 Key safety, statutory and operational risks have been identified, assessed and prioritised, with appropriate mitigation measures proposed to manage and reduce their impact. Item 19 Page 210 of 222
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4. Supporting documents Appendix 1 Summary of Procurement Procedure Stephen Llewellyn Depute Chief Executive Item 19 Page 211 of 222
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? Funding is being provided by Scottish Government. 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. This is a statutory obligation for all Local Authorities and Regional Social Landlords with qualifying properties. Using non-compliant methods may result in legal challenge. Ministers can intervene if a building is deemed unsafe. 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 Item 19 Page 212 of 222
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Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? A communication strategy is required to be designed and implemented for: • Residents • Elected Members • Other council departments To understand reasons for the works and any impacts/actions that may be required. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? There is potential for remedial works to be identified as a result of the survey programme, this will be closely monitored and relevant risk registers maintained. 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 ☐ Item 19 Page 213 of 222
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If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Item 19 Page 214 of 222
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Appendix 1 – Summary of Procurement Procedure Overview Reference NLC–SLP-25-146 Title Single Building Assessment Phase Two Consultancy Services Classification Services - Standard Responsible Chief Officer and Position Cameron Barr, 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) 27 EoI from NLC Based Businesses Nil Tenders Received Total No. of Tenders Received 8 No. of Tenders From SME’s 7 No. Tenders from NLC Based Businesses Nil No. of Tenders from Supported Businesses Nil Reasons for Single Tender Response N/A Award Criteria Quality Weighting 80% Price Weighting 20% Evaluation Scoring Consultant(s) Score 82.40% Unsuccessful Tenderer Scoring Range 82.40% How Has “Best Value” Been Demonstrated? The winning bid has been evaluated to ensure technical, legal, financial and commercial compliance with the requirements set. Additional Comments Of the eight responses received, seven failed to progress beyond the evaluation of the Single Procurement Document by either failing to demonstrate the corporate experience and/or qualifications asked or failing to meet the financial ratio threshold set by NLC. Award Details General Overview Total / Maximum Value £1,613,047.50 Contract Duration (Months) 22 Item 19 Page 215 of 222
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Contractor Registered Name(s) AFEC International Limited Contractor Overview Registered Local Authority Area Dublin 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 Work Experience Placement (16 + years of age) 1 Careers Event 2 Site Visits 2 School Mentoring or Enterprise Programme 2 Supply Chain Briefing with SME’s 3 Financial Support for a Community Project 3 Non-Financial Support for a Community Project 3 Additional Comments 100 community benefit points will be achieved under this contract. 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 ☐ Item 19 Page 216 of 222
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref JMcK/CPT Date 19/08/26 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 20 Page 217 of 222
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1. Background 1.1 The Local Government (Scotland) Act 1973 section 81 requires local authorities to “…make standing orders with respect to the making by them or on their behalf of contracts for the supply of goods or materials or for the execution of works.”. 1.2 The Council’s General Contract Standing Orders (“GCSOs”) set out the council’s specific procurement procedures and responsibilities at all spend levels, and include the reporting requirements of procurement activity, including contracts awards, to committee for either approval or acknowledgement. 2. Report 2.1 In accordance with GCSO 21.10, this report summarises the contract awards since last committee, specifically for the spend range: • over £50,000 but below £500,000 for supplies or services; and, • over £500,000 but below £2,000,000 for works. 2.2 If you require further information regards the contract awards reported, please refer to the lead service area / Chief Officer detailed in the appendix. 3. Measures of success 3.1 All requirements contracted contribute to either the council’s programme of work and/or fulfil a statutory requirement. 3.2 All contract awards secure best value for the council in accordance with their evaluation criteria. 3.3 All necessary diligence has been undertaken in the evaluation and appointment of contractors. 3.4 All contract awards are logged in the council’s contract register. 4. Supporting documentation 4.1 Appendix 1 – Summary of contracts awarded. James McKinstry Chief Officer (Assets and Procurement) 5. Impacts 5.1 Impacts considered as part of the contract award procedures are recorded in the individual contract award reports held by the lead service area. Item 20 Page 218 of 222
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Appendix 1 – Summary of Contracts Awarded Contract Ref NLC-SLP-25-082 Title MTC Independent Gas Audits 2026-2029 (HO HT 25 051) Classification Services Chief Officer, Procuring Service Area Stephen Llewellyn, Chief Officer (Housing and Communities) Competition Governance by Value Lower Threshold Regulated Procurement, procured in accordance with The Procurement Reform (Scotland) Act 2014 AND The Procurement (Scotland) Regulations 2016 Procurement Route Open Procedure No. of Expressions of interest 10 No. of Bids Received 2 Award Criteria Most Economically Advantageous Tender (“MEAT) Scoring Model Evaluation Scores – Successful 99.20% Evaluation Scores – Unsuccessful 91.41% Award Details Value £120,000 Contract Duration 36 months (initial 24 months, option to extend 12 months) Contractor Name Morgan Lambert Limited Contractor Size SME Contractor Location Escrick, England 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 Item 20 Page 219 of 222
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Contract Ref NLC-SLP-25-081 Title MTC Independent Electrical Audits 2026-2029 (HO HT 25 050) Classification Services Chief Officer, Procuring Service Area Stephen Llewellyn, Chief Officer (Housing and Communities) Competition Governance by Value Lower Threshold Regulated Procurement, procured in accordance with The Procurement Reform (Scotland) Act 2014 AND The Procurement (Scotland) Regulations 2016 Procurement Route Open Procedure No. of Expressions of interest 10 No. of Bids Received 2 Award Criteria Most Economically Advantageous Tender (“MEAT) Scoring Model Evaluation Scores – Successful 99.20% Evaluation Scores – Unsuccessful 76.23% Award Details Value £80,000 Contract Duration 36 months (initial 24 months, option to extend 12 months) Contractor Name NICEIC Consulting a trading brand of Certsure LLP Contractor Size SME Contractor Location Dunstable, England 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 Item 20 Page 220 of 222
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Contract Ref NLC-SLP-25-108 Title Consultant Services for Fireproofing works within Retirement Housing and Temporary Accommodation Complexes (HO MS 25 059) Classification Services Chief Officer, Procuring Service Area Cameron Barr, Chief Officer (Housing and Communities) Competition Governance by Value The Framework terms & conditions, with adherence to the council’s GCSO 13 on 3rd party frameworks Procurement Route Call-off following Direct Award using a Third-Party Framework (Multi Contractor Framework) No. of Framework Contractors 3 Award Criteria Best Value assessment, in accordance with the Framework Information Comments This has been procured via Scottish Procurement Alliance FS2 Fire Systems Framework Agreement - Lot 1A Fire Consultancy Award Details Value £380,000 Contract Duration 48 months (initial 24 months, option to extend 12 months, further option to extend 12 months) Contractor Name BB7 Consulting Limited Contractor Size SME Contractor Location Glasgow Status - Payment of Living Wage? Yes Status - Living Wage Accredited? Yes Impacts this section highlights which impacts were considered for this contract award procedure Public Sector Equality Duty and Fairer Scotland Duty ☐ HR Policy Impact ☐ Data Protection Impact ☐ Environment / Carbon Impact ☐ Risk Impact ☒ Children’s Rights and Wellbeing Impact ☐ Financial Impact ☒ Legal Impact ☒ Technology / Digital Impact ☐ Communications Impact ☐ Armed Forces Covenant Duty ☐ Further details regarding these impacts can be obtained from the Lead Service Area / Chief Officer Item 20 Page 221 of 222
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Contract Ref NLC-SLP-26-005 Title Digital Broadband Consultant (HO MR 26 001) Classification Services Chief Officer, Procuring Service Area Cameron Barr, Chief Officer (Housing and Communities) Competition Governance by Value The Framework terms & conditions, with adherence to the council’s GCSO 13 on 3rd party frameworks Procurement Route Call-off following Direct Award using a Third-Party Framework (Multi Contractor Framework) No. of Framework Contractors 6 Award Criteria Best Value assessment, in accordance with the Framework Information Comments This has been procured via City of Edinburgh Professional Consultancy Framework Agreement – Lot 11 Multi-Discipline Design Team Services (Ref.CT2675) Award Details Value £480,000 Contract Duration 48 months (initial 24 months, option to extend 12 months, further option to extend 12 months) Contractor Name AtkinsRéalis PPS Limited Contractor Size Large Company Contractor Location Surrey Status - Payment of Living Wage? Yes Status - Living Wage Accredited? Yes Impacts this section highlights which impacts were considered for this contract award procedure Public Sector Equality Duty and Fairer Scotland Duty ☒ HR Policy Impact ☐ Data Protection Impact ☐ Environment / Carbon Impact ☒ Risk Impact ☒ Children’s Rights and Wellbeing Impact ☐ Financial Impact ☒ Legal Impact ☒ Technology / Digital Impact ☐ Communications Impact ☐ Armed Forces Covenant Duty ☐ Further details regarding these impacts can be obtained from the Lead Service Area / Chief Officer Item 20 Page 222 of 222