Agenda pack
North Lanarkshire Council · 15 February 2023
Back to Housing Committee — 15 February 2023 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Our Ref: Your Ref: Contact: Tel: Fax: E-Mail: Date: Lesley Dysart dysartl@northlan.gov.uk 6 Feb 2023 Members of the Housing Committee Chief Executive’s Office Archie Aitken Chief Officer of Legal & Democratic Civic Centre, Windmillhill Street Motherwell ML1 1AB DX 571701, Motherwell 2 www.northlanarkshire.gov.uk Notice is given that a Meeting of the HOUSING COMMITTEE is to be held in the Council Chamber, Civic Centre, Motherwell on Wednesday, 15 February 2023 at 10a.m. which you are requested to attend. The agenda of business is attached. Chief Officer of Legal and Democratic Members : Councillors: H Brannan-McVey, G Brennan, B Burgess, T Carragher, M Coyle, D Crichton, P Di Mascio, H Dunbar, T Fisher, F Fotheringham, M Hughes, J Jones, D Johnston, J Keltie, J Leckie, G Lennon, J Logue, F MacGregor, M McBride, B McCluskey, B McCulloch, M McCulloch, P McDade, F McKay, R McKendrick, C McManus, F McNally, M McPake, J McPhilemy, A McVey, L Mitchell, P Patton, L Nolan, J Reddin, G Robinson, A Smith, A Stubbs, R Sullivan, J Toner, and G Woods. Page 1 of 221
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AGENDA (1) Declarations of Interest in terms of the Ethical Standards in Public Life Etc. (Scotland) Act 2000 OPERATIONAL (2) Mears LLP: Operational and Financial Performance Monitoring Report (page 7 - 26) Submit report by the Chief Officer of Housing Property Services setting out Mears Limited Liability Partnership (LLP) performance against its business objectives, Council priorities and the Housing and Corporate Repairs and Maintenance service delivery contracts and the financial performance years 2022 and 2023 (copy herewith) (3) Saltire Partnership Performance Report (page 27 - 36) Submit report by the Chief Officer of Housing Property Services providing a detailed update on the current 2022/23 performance of the Business Housing Property Central Heating Repairs & Maintenance service delivery contracts (copy herewith) (4) Local Housing Strategy Annual Progress Review (page 37 - 82) Submit report by the Chief Officer of Housing Management setting out progress in delivering the strategic priorities and actions set out in the Local Housing Strategy 2021-2026 (copy of report herewith, and Presentation to Committee by the Chief Officer of Housing Management) (copy herewith) (5) Rent Assistance Fund (page 83 - 88) Submit report by the Chief Officer of Housing Management seeking approval to establish a new fund to assist tenants who are falling into rent arrears due to the impact of the cost-of- living crisis (copy herewith) (6) Update on Open Market Purchase Scheme PO13(2) (page 89 - 96) Submit report by the Chief Officer of Place providing an update on the progress of the Open Market Purchase Scheme (copy herewith) (7) New Housing Supply Programme - Procurement Report (page 97 - 106) Submit report by the Chief Officer of Place (1) providing an update on current procurement activity relating to the new build housing programme, and (2) seeking approval to progress procurement arrangements as outlined in the report (copy herewith) (8) Future New Build Sites (page 107 - 120) Submit report by the Chief Officer of Place seeking approval of the potential to purchase off the shelf completed homes at Prospecthill Road, Ravenscraig; Torrance Park, Newarthill, and Springhill Road, Shotts (copy herewith) Page 3 of 221
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2 FINANCIAL (9) Former Tenants Arrears Write Off to 31 March 2021 (page 121 - 126) Submit report by the Chief Officer of Housing Management seeking approval of the write off of (1) £2,292,882.10 which includes individual debts greater than £500, and (2) credit balances that have arisen in some former tenancy rent accounts, totalling £39,592.85 (copy herewith) (10) Housing Revenue Account - 2023/24 Revenue Estimates (page 127 - 136) Submit report by the Chief Officer of Finance presenting to Committee information that will enable the Council to set its Housing Revenue Account (HRA) budget, and rent levels for 2023/24 (copy herewith) MONITORING (11) Revenue Budget Monitoring Reports (a) HRA Revenue Monitoring Report (page 137 - 144) Submit report by the Chief Officer of Housing Management providing a summary of the Housing Revenue Account financial performance for the period from 1 April 22 to 6 January 23 (Period 10) (copy herewith) (b) Enterprise and Communities - Revenue Monitoring Report (page 145 - 156) Submit report by the Depute Chief Executive providing a summary of the financial performance of the Enterprise and Communities Service for the period from 1 April 22 to 6 January 23 (copy herewith) (12) Capital Programme Monitoring Reports (a) HRA Capital Monitoring Report - 1 April 22 to 6 January 23 (page 157 - 166) Submit report by the Chief Officer of Housing Property Services reviewing progress towards agreed spending plans within the 2022/23 HRA Capital Programmes (copy herewith) (b) Enterprise and Communities - Capital Monitoring (page 167 - 174) Submit report by the Depute Chief Executive regarding the financial performance of 2022/23 Enterprise and Communities capital programme for the period from 1 April 22 to 6 January 23 (Period 10) (copy herewith) CONTRACTS (13) Contracts for Approval (a) Provision of Domestic Flooring 2023 - 2027 (page 175 - 184) Submit report by the Chief Officer of Housing Management seeking approval to award the contract for the Provision of Domestic Flooring 2023 to Spruce Carpets Ltd (copy herewith) (b) Replacement of Windows and Doors (2023-2025) (page 185 - 194) Submit report by the Chief Officer of Housing Property Services seeking approval to award the contract for Replacement of Windows and Doors (2023-2025) for Lot 1 to Walker Profiles Ltd, and for Lot 2 to Belac Group Limited (copy herewith) Page 4 of 221
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3 (c) Measured Term Contract - Battery Storage and PV Panels (2023-2026) (page 195 - 204) Submit report by the Chief Officer of Housing Property Services seeking approval to award the contract for the Measured Term Contract for Battery Storage and PV Panels (2023-2026) to Saltire Facilities Management Ltd (copy herewith) (14) Contract for Homologation - Garden Assistance Scheme 2023 - 2025 (Lot 1 - Mini- Competition) (page 205 - 214) Submit report by the Chief Officer of Housing Management seeking homologation to award a call-Off contract for Garden Assistance Scheme (Lot 2) 2023-2025 to Id Verde Ltd (copy herewith) (15) Contracts awarded Below Committee Approval Threshold (page 215 - 222) Submit report by the Chief Officer of Asset and Procurement informing of contracts awarded between 1 October and 31 December 2022 (copy herewith) EXCLUSION OF PUBLIC The Committee is asked to consider passing the following resolution: "That under Section 50A(4) of the Local Government (Scotland) Act 1973, the public be excluded from the meeting for the following item of business on the grounds that it involves the likely disclosure of exempt information as defined in paragraph 9 of Part 1 of Schedule 7A of the Act." (16) Housing and Property Services - Corporate Maintenance - Measured Term Contract Update, Non-Housing Properties (page 223 - 228) Submit report by the Chief Officer of Housing Property Services informing of the (1) current position on a number of Measured Term Contracts (MTC's) utilised by Housing & Property Services in relation to the council's non-housing property portfolio, and (2) current spend levels on contracts that have expired, are about to expire and where appropriate, the interim measures that are being put in place prior to these contracts being re-tendered (copy herewith) (17) Housing and Corporate Property Repairs and Maintenance Contracts - Update (page 229 - 232) Submit report by the Chief Officer of Housing Property Services informing that the service is working within the upper limit of the Housing and Corporate Property Repairs and Maintenance Contract, and not the annual extension limit as previously advised due to the impact of inflation on the projections (copy herewith) Page 5 of 221
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒No Ref BL/MH/KD/HD Date 15/02/23 Mears LLP: Operational and Financial Performance Monitoring Report to 30 November 2022 From Brian Lafferty, Chief Officer, Housing Property Services E-mail HendryM@northlan.gov.uk DoohanK@northlan.gov.uk Telephone Michelle Hendry, 07960974797 Kevin Doohan, 07415477387 1. Background 1.1 In 2010 Morrisons Facilities Services Ltd successfully bid to become the Council’s strategic partner to deliver housing and corporate repairs over a 10-year period with the contract commencing on 21 January 2011. Mears PLC subsequently bought Morrisons Facilities Services Ltd as a going concern, so now own the 67% shareholding in the Mears Scotland LLP (Mears) strategic partnership and the inherent North Lanarkshire service contract. North Lanarkshire Council owns the remaining 33% of Mears Scotland LLP. Executive Summary This report outlines Mears Limited Liability Partnership (LLP) performance against its business objectives, Council priorities and the Housing and Corporate Repairs and Maintenance service delivery contracts and the financial performance for financial years 2022 and 2023. Recommendations It is recommended that committee: (i) Acknowledge Mears LLP’s operational performance for 2022/23 for both housing repairs and corporate repairs, from 1 April 2022 to 30 November 2022. (ii) Acknowledge Mears financial performance as of 30 September 2022, along with assurance, or otherwise of the financial standing of the ALEO by Financial Solutions. (iii) Acknowledge that the Head of Business Solutions submits a six-monthly composite report to the Audit and Scrutiny Panel confirming that governance and risk management arrangements are suitably robust within each ALEO/partner. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth AGENDA ITEM 2 Page 7 of 221
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1.2 At a strategic level, the MEARS Management Committee is responsible for governance and oversight of the LLP’s statutory responsibilities in relation to service delivery and management, staffing, financial control and reporting, health and safety, performance monitoring and risk management. The Management Committee meets quarterly and comprises up to four representatives from MEARS Scotland and two representatives from North Lanarkshire Council with these positions currently filled by a Councillor and the Chief Officer, Housing Management. Senior officers from both partners are also in attendance to provide professional, technical and financial reports. 1.3 The Council expected the partnership to secure local employment, source local supplies and services, and ultimately secure continuous improvement in the repair’s services delivered to North Lanarkshire residents and the council. 1.4 The Year 8 Best Value Service Review (BVSR) of the MEARS contract, reported to the Enterprise and Housing Committee in May 2018, included an assessment of the corporate property repairs service including: Revenue Works Orders, capital projects, Client-Contractor liaison arrangements; post-inspections; health and safety; and performance reporting. The review found that works are carried out safely and are conducted in accordance with the job specification, good industry practice and the relevant quality standards. The opportunity was identified, however, to improve feedback and ongoing communication between MEARS and the relevant Services to ensure that the customer was kept up to date on the progress of the repairs. Overall, the BVSR identified high levels of service delivery across the partnership, with only a small number of improvement actions identified, including the need for improved communications as referenced above. 1.5 Housing repairs, corporate property maintenance and capital investment proposals are all currently in-scope for delivery through the new North Lanarkshire Council Enterprise Project. To ensure continuity of service and enable anticipated inclusion of housing and corporate property maintenance within the North Lanarkshire Council Enterprise Project, the Housing and Regeneration Committee at its meeting on 20 May 2020 considered a report recommending that provision is made for annual extensions to the strategic partnership with MEARS, potentially up to January 2024. 1.6 In relation to the contract extension, Mears are now in the second year, this commenced on 22 January 2022 until 21 January 2023. It should also be noted that the third year was approved at committee which is from 22 January 2023 to 21 January 2024. 1.7 In line with the role and nature of the strategic partnership vehicle, performance will continue to be reported to Committee during the extension periods. 1.8 In February 2020, the arrangements were revised, and individual Chief Officer’s now submit a six-monthly performance report to the relevant service committee confirming that the ALEO is delivering services as per our recommendations and expectations, and in accordance with the Service Level Agreement of contract works agreement. Colleagues in Financial Solutions provide the financial performance information along with assurance, or otherwise, in relation to the financial standing of the company. 1.9 In addition to this reporting, the Chief Officer for Business Solutions submits a six- monthly composite report to the Audit and Scrutiny Panel confirming that governance and risk management arrangements are suitably robust within each ALEO. Information is also provided by the Chief Officer of Financial Solutions relating to compliance with Page 8 of 221
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financial monitoring arrangements and identifying any matters which may result in financial risk to the council. This financial information is reported by exception. 2. Report 2.1 Performance Indicators 2.1.1 It was agreed that performance against these targets should be reported to committee on a six-monthly basis. As such a Partnership Performance report has been submitted on a scheduled basis, with the most recent considered by the previous committee at its meeting on 31 August 2022. 2.1.2 Appendix 1 provides year to date housing performance in 2022/23 with comparison figures from the previous year provided in Appendix 2. Emergency and non-emergency timescales for housing repairs are shown in Appendix 3. Appendix 4 provides year to date Corporate performance in 2022/23 with comparison figures from the previous year provided in Appendix 5. Emergency and non-emergency timescales for corporate repairs are shown in appendix 6. Further performance outcomes, demonstrating where Mears is supporting The Plan for North Lanarkshire are provided at Appendix 7. Appendices 8 and 9 provide financial performance and overall Standing as of 30 September 2022. 2.2 Housing Property Performance 2.2.1 The timescale in completing emergency repairs for all 3 linked contractors, year to date, is currently 3.23 hours. Mears year to date, average emergency timescales are 3.32 hours. The 2021/22 Scottish average was 4.20 hours. 2.2.2 The timescale for completing non-emergency repairs, for all 3 linked contractors, year to date, is currently 6.85 days. Mears average non-emergency timescales is 9.52 days. The 2021/2 Scottish average was 8.9 days. A full breakdown of year to date including emergency and non-emergency performance for all contractors as well as Mears only, is included in appendix 3. 2.2.3 It should also be noted that repairs carried out right first time has been reported at 97.42 % over the same period. The 2021/2 Scottish average was 88.3% 2.2.4 Current customer satisfaction level is 94.27% year to date. The 2021/22 Scottish average was 88.0%. We continue to receive various methods of surveys which include completed surveys online from tenants and at the post inspection stage of works, undertaken by our Technical Officers. We also receive results from Mears text message survey which was introduced January 2021. Customer satisfaction surveys continue to inform action and help ensure that any areas of dissatisfaction are immediately followed up. 2.2.5 Frontline resolutions - The number of Stage 1 complaints received for 2022/23 relating to all of Housing Property and Projects, have increased in comparison with the same period last year (see table 1 below). Of the complaints responded to year to date, a total of 67.68% have been upheld or partially upheld, in the same period last year 65.77% were upheld. 92.42% of complaints YTD have been responded to within SPSO timescales, in comparison to 98.66% of complaints in the same period in 2021/22. Forty six stage one complaints were received YTD in relation to Mears, they were responded to within timescale and 42 (91.30%) were upheld or partially upheld. Page 9 of 221
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An analysis of all complaints received is undertaken by Local Homes to allow any re- occurring issues to be addressed and associated service improvement actions to be progressed. 2.2.6 Investigations- The number of Stage 2 complaints received for 2022/23, relating to all Housing Property and Projects service, has decreased in comparison to the same period last year (see table 1 below) A total of 57.14% of closed cases have been upheld or partially upheld which is a decrease in comparison to 77.27% upheld or partially upheld in the same period last year. 95.24% of complaints received as stage 2 complaints were responded to within SPSO timescale in comparison to 95.45% of complaints in the same period in 2021/22. There has been 6 stage 2 complaints received in relation to Mears within 2022/23 to date. They were responded to within timescales and 83.33% were upheld. 2.2.7 It should be noted that in relation to the number of complaints as a comparison to the number of emergency and non-emergency repairs, which equated to 72,234 from April to Nov 2022 this equates 0.3 as a % of complaints as a comparison. 2.2.8 Table 1 below shows Housing Property and Projects complaints received via Council between each financial year. Table 1 2022/23 2021/22 (for comparison) Q1 Q2 Q3 Oct & Nov only Q4 Total Q1 Q2 Q3 Q4 Total Stage 1 73 63 62 198 54 50 55 61 220 Stage 2 7 9 5 21 9 7 8 9 33 Total 80 72 67 219 63 57 63 70 253 2.3 Corporate Property Performance 2.3.1 The timescale in completing emergency repairs year to date, April 2022 to November 2022 is currently 4.19 hours. 2.3.2 The timescale for completing non-emergency repairs year to date is currently 8.47 days. A full breakdown of year to date, emergency and non-emergency performance is included in appendix 4. 2.3.3 98.15% of emergency jobs were completed within time scale YTD. This surpasses the 97% target. 2.3.4 Also surpassing the 97% target is the percentage of routine jobs completed within timescale which currently sit at 98.38% YTD. 2.4 Service Delivery Highlights A sample of service delivery highlights over the period include: • Careers talks at Braidhurst High and Dalziel High schools in September • Collaborative working with supply chain to donate paint to Mother & Baby unit in Airdrie • 22 New craft apprenticeships onboarded in Q2 Page 10 of 221
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• 3 Kickstart employees successfully secured apprenticeships with Mears • 1 ‘No Limits’ placement secured employment with Mears upon successful completion of 52 week placement 2.5 Financial Impact – Public Accountability 2.5.1 To satisfy the Council’s duty to ensure the organisation delivering property repairs and upgrade services on its behalf is financially sound, the Council’s Section 95 Officer maintains appropriate and proportionate processes and procedures for scrutinising Mears financial performance. 2.5.2 The Council’s Legal Agreements with Mears specify the financial information which it must submit to the Council including an annual business plan, quarterly management accounts, audited financial statements etc., to enable Financial Solutions to assess and report any financial risk likely to arise as a result of the Council using Mears to deliver these services. 2.5.3 The Council expends both revenue and capital resources annually with Mears to deliver services which assist the Council in achieving its priority outcomes. Mears operated a financial year ending 31 December 2021 with the majority of its turnover anticipated from housing and property repairs, with the remainder representing capital and other works. Based on their audited accounts to 31 December 2021, members will wish to note that Mears LLP reported a trading profit of £1.181m on an annual turnover of £48.856m (2.4%). 2.5.4 As previously advised, the contract with Mears includes scope for the Council to receive additional financial benefits, all of which have been impacted during the year by the restrictions in place including: a) A “volume discount”, which gives the Council a 6.28% return on the value of relevant works awarded through the partnership. For the financial year 2022/23, the Council had budgeted to receive £1.9m which is fully projected to be achieved. b) The partnership agreement also makes provision for a Best Value Efficiency Saving (BVES) to be applied to the schedule of rates paid by the Council on 1st July each year. The BVES receivable is dependent on turnover achieved by Mears, with a rate of 2.75% applicable on works to the value of £30m, a further 4.69% applicable on works between £30m and £35m, and any turnover in excess of £35m attracting additional BVES of 7.69%. Recognising the Council’s 2022- 23 budget of £33.9m for housing repairs, the partnership expected to deliver a minimum benefit of £0.825m. c) Scope also exists for the Council to receive dividends from this partnership arrangement. However, as a result of the previous cumulative negative trading position, there have been no dividends declared to date. d) In return for satisfactory service delivery and effective financial performance through the LLP, Mears PLC is entitled to receive a management fee which comprises both fixed and variable elements and is partially linked to the level of works delivered through the contract. 2.6 Financial Performance as of 30 September 2022 Page 11 of 221
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2.6.1 Mears Financial year runs from January to December. The LLP is budgeting to receive a net profit of £1.833m on a turnover of £49.989m (3.7%). The 2022 budget submission was based upon normal trading forecasts following the conclusion of the defined service agreement. The budget is based on the pre-defined service delivery run rates, taking into consideration anticipated reductions in some planned work streams. Existing agreements on Covid19 support are included in the first quarter to March 2022. 2.6.2 The mix of turnover traded to November 2022 has had more of a bias towards routine repairs than originally envisaged. Planned works have been re-prioritised to ensure the routine works are being completed. The partnership was also heavily involved in the Ukraine Towers Project which is about to conclude with the work mix returning to expected levels. 2.6.3 Based on Mears financial statements to 30 September 2022, it should note that the company accounts are showing a net profit of £1.655m on a turnover of £41.993m (3.94%). Details of performance against budget to 30 September 2022 are detailed in Appendix 8. 2.6.4 It should be noted that the partnership has experienced difficult trading conditions during quarters 1-3. This is due to the challenging issues within the market, where material prices are increasing and in instances difficult to procure. It should also be noted that recruitment is proving challenging due to a demand on labour across the construction industry. 2.7 Overall Financial Standing – Balance Sheet as of 30 September 2022 2.7.1 Appendix 9 provides key balances to give members an update on the overall financial standing of the company. Key balances and indicators worthy of specific note include: a) The company had cumulative net assets of £2.260m b) A comparison of current assets to current liabilities equated to a current net asset of £3.959m and a current ratio of 1.35. A current ratio less than 1 is an indication that the company may experience difficulty in meeting its obligations. The partnership ratio is above 1, however there is a continued reliance upon the parent company’s rolling facility which is up to a maximum of £8.000m. c) The intra Group loan account stood at £1.731m on 30 September 2022. 3. Measures of success 3.1 These reports detail the activities which are expected to support delivery of the council’s priority outcomes, as well as the organisation’s performance against these. This should ensure elected members have sufficient information to assess how Mears’ service delivery 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. 4. Supporting documentation 4.1 Appendix 1 – Mears Housing Performance 22/23 4.2 Appendix 2 – Mears Housing Performance 21/22 4.3 Appendix 3 – Housing emergency and non-emergency performance 22/23 Page 12 of 221
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4.4 Appendix 4 – Mears Corporate Performance 22/23 4.5 Appendix 5 – Mears Corporate Performance 21/22 4.6 Appendix 6 – Corporate emergency and non-emergency performance 22/23 4.7 Appendix 7 – Mears Contribution to The Plan 4.8 Appendix 8 - Financial Performance as of September 2022 4.9 Appendix 9 – Overall Financial Standing as of September 2022 Brian Lafferty Chief Officer, Housing Property Services Page 13 of 221
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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 Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? There is a risk with market forces as outlined in section 2.6.4 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? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Page 14 of 221
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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 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? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g., Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 15 of 221
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Appendix 1 MEARS HOUSING PERFORMANCE 2022/23 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Cat 1a - Emergency within Hours (95%) Total 1024 1315 1173 1144 1420 1322 1498 1476 % Within 99.61% 99.54% 99.49% 99.83% 99.72% 99.92% 99.33% 99.12% Cat 1b - Emergency Outwith Hours (95%) Total 735 658 749 645 706 667 772 728 % Within 99.86% 99.70% 99.33% 99.69% 99.86% 99.85% 99.35% 99.31% Cat 2 - Routine 3 Day Works (95%) Total 634 677 658 637 758 690 761 780 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Cat 3 - Routine 7 Day Works (95%) Total 1 1 2 3 3 1 3 4 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Cat 4 - Routine 20 Day Works (95%) Total 2283 2402 2544 2169 2578 2309 2128 2190 % Within 99.91% 99.71% 99.96% 99.95% 99.96% 99.96% 99.86% 100.00% Empty House Works - 3 Days (95%) Total 310 339 330 284 297 304 272 291 % Within 100.00% 95.87% 93.94% 98.59% 99.66% 100.00% 100.00% 100.00% Empty House Works - 10 Days (95%) Total 459 455 505 433 469 409 374 438 % Within 99.78% 94.95% 95.05% 98.61% 99.79% 100.00% 99.20% 100.00% Routine Works - P9 (95%) Total 3 0 0 1 2 2 1 3 % Within 100.00% N/A N/A 100.00% 100.00% 100.00% 100.00% 100.00% Glazing Pilot Works (95%) Total 112 141 96 115 143 176 108 116 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Priority P - Extended Priorities (95%) Total 199 232 286 225 195 200 69 134 % Within 100.00% 100.00% 99.65% 100.00% 98.46% 100.00% 100.00% 100.00% Adaptations - 40 Days (95%) Total 70 99 104 70 77 82 84 80 % Within 100.00% 98.99% 100.00% 100.00% 100.00% 100.00% 100.00% 98.75% Rotworks - 40 Days (95%) Total 43 64 59 63 50 51 48 45 % Within 100.00% 100.00% 100.00% 100.00% 96.00% 98.04% 100.00% 100.00% Priority T - 1 Day (100%) Total 246 294 199 211 254 309 356 397 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Page 16 of 221
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Appendix 2 MEARS HOUSING PERFORMANCE 2021/22 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Cat 1a - Emergency within Hours (95%) Total 1441 1491 1405 1391 1536 1539 1564 1536 1433 1301 1369 1419 % Within 99.38% 99.46% 98.72% 99.21% 99.35% 99.03% 99.42% 98.83% 99.44% 99.69% 99.34% 99.37% Cat 1b - Emergency Outwith Hours (95%) Total 910 966 779 928 947 762 907 766 824 826 791 724 % Within 99.78% 99.28% 99.61% 99.57% 99.37% 99.21% 99.67% 97.39% 99.51% 99.76% 99.12% 99.72% Cat 2 - Routine 3 Day Works (95%) Total 507 804 791 821 875 767 838 783 730 741 677 748 % Within 99.61% 100.00% 100.00% 100.00% 99.89% 100.00% 99.76% 99.87% 99.86% 100.00% 100.00% 100.00% Cat 3 - Routine 7 Day Works (95%) Total 1 1 0 1 0 0 1 1 0 0 1 1 % Within 100.00% 100.00% N/A 100.00% N/A N/A 100.00% 100.00% N/A N/A 100.00% 100.00% Cat 4 - Routine 20 Day Works (95%) Total 916 2491 2820 2145 2006 1905 1871 2360 1794 1853 1857 2149 % Within 100.00% 100.00% 99.96% 99.77% 99.85% 100.00% 99.95% 99.92% 99.94% 99.78% 99.84% 99.95% Empty House Works - 3 Days (95%) Total 479 442 487 513 512 427 474 524 494 459 490 427 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 99.79% 99.81% 100.00% 99.56% 99.80% 99.77% Empty House Works - 10 Days (95%) Total 500 448 503 491 476 578 498 548 478 467 541 434 % Within 100.00% 100.00% 99.80% 99.80% 100.00% 100.00% 100.00% 99.64% 100.00% 99.79% 99.82% 99.54% Routine Works - P9 (95%) Total 1 1 1 0 2 3 4 13 5 8 3 6 % Within 100.00% 100.00% 100.00% N/A 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Glazing Pilot Works (95%) Total 85 120 130 130 143 160 132 142 147 120 106 109 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 99.08% Priority P - Extended Priorities (95%) Total 154 154 232 349 527 599 671 836 291 192 195 189 % Within 99.35% 100.00% 99.57% 99.71% 100.00% 100.00% 100.00% 99.88% 100.00% 100.00% 100.00% 100.00% Adaptations - 40 Days (95%) Total 92 66 124 91 78 121 106 97 37 93 55 107 % Within 100.00% 100.00% 100.00% 98.90% 100.00% 99.17% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Rotworks - 40 Days (95%) Total 41 62 80 57 61 39 65 57 53 54 66 56 % Within 97.56% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Priority T - 1 Day (100%) Total 387 307 280 283 341 391 355 394 414 411 324 314 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Page 17 of 221
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Appendix 3 – Average timescales for housing emergency and non-emergency jobs Housing Emergency Repair Timescales – 2022/23 (All contractors) April May June July August September October November December January February March YTD Total Time Taken 6606:00:06 10351:42:04 7708:12:02 6623:05:03 8074:33:09 8269:07:00 8482:20:42 7961:08:58 64076:09:04 Total Jobs 2087 2303 2260 2202 2514 2377 2631 2476 18850 Average Timescale 3:09:55 4:29:42 3:24:39 3:00:28 3:12:43 3:28:44 3:13:26 3:12:55 3:23:57 Housing Non-Emergency Repair Timescales – 2022/23 (All contractors) April May June July August September October November December January February March YTD No. Of Non Emergency Repairs 6462 6413 6607 5259 6724 6481 7214 8224 53384 Total Number of Days Taken 48642 43119 45847 44211 48656 43097 44930 47411 365913 Average Length of Time Taken 7.53 6.72 6.94 8.41 7.24 6.65 6.23 5.76 6.85 Page 18 of 221
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Housing Emergency Repair Timescales – 2022/23 (Mears only) April May June July August September October November December January February March YTD Total Time Taken 6054:14:06 7661:04:48 7032:53:33 5901:26:40 7231:48:56 7596:47:28 7746:02:48 7279:33:24 56503:51:43 Total Jobs 1759 1974 1923 1791 2127 1989 2280 2133 15976 Average Timescale 3:26:31 3:52:52 3:39:26 3:17:42 3:24:00 3:49:10 3:23:51 3:24:46 3:32:12 Housing Non-Emergency Repair Timescales – 2022/23 (Mears only) April May June July August September October November December January February March YTD No. Of Non Emergency Repairs 3419 3602 3596 3224 3845 3678 3721 3738 28823 Total Number of Days Taken 36847 33651 33514 31354 33428 34030 34569 37123 274516 Average Length of Time Taken 10.78 9.34 9.32 9.73 8.69 9.25 9.29 9.93 9.52 Page 19 of 221
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Appendix 4 MEARS CORPORATE PERFORMANCE 2022/23 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Cat 1a - Emergency within Hours (95%) Total 228 277 235 124 218 215 216 272 % Within 99.12% 99.64% 99.57% 99.19% 98.17% 98.14% 99.54% 93.01% Cat 2 - Routine 3 Day Works (90%) Total 70 140 116 57 133 121 126 89 % Within 100.00% 99.29% 95.69% 96.49% 98.50% 100.00% 99.21% 97.75% Cat 3 - Routine 7 Day Works (90%) Total 79 135 77 41 77 118 126 169 % Within 100.00% 100.00% 97.40% 100.00% 97.40% 96.61% 99.21% 97.63% Cat 4 - Routine 20 Day Works (90%) Total 310 311 203 195 266 266 222 307 % Within 98.71% 97.75% 98.52% 98.97% 98.50% 98.12% 96.40% 99.35% Programmed Works (95%) Total 53 47 21 30 50 27 37 40 % Within 96.23% 97.87% 95.24% 100.00% 100.00% 100.00% 97.30% 97.50% Cyclic Works (95%) Total 22 27 35 78 91 36 37 76 % Within 95.45% 100.00% 100.00% 100.00% 100.00% 100.00% 97.30% 76.32% Page 20 of 221
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Appendix 5 MEARS CORPORATE PERFORMANCE 2021/22 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Cat 1a - Emergency within Hours (95%) Total 195 263 187 91 232 273 267 324 248 226 254 235 % Within 98.97% 98.86% 99.47% 98.90% 95.26% 99.63% 96.25% 99.07% 98.79% 97.79% 100.00% 98.30% Cat 2 - Routine 3 Day Works (90%) Total 71 152 114 49 130 149 141 129 95 93 120 79 % Within 95.77% 96.05% 92.98% 100.00% 98.46% 100.00% 99.29% 100.00% 100.00% 96.77% 100.00% 100.00% Cat 3 - Routine 7 Day Works (90%) Total 62 98 74 46 92 100 76 87 44 48 65 43 % Within 98.39% 97.96% 95.95% 100.00% 100.00% 98.00% 100.00% 100.00% 100.00% 95.83% 100.00% 100.00% Cat 4 - Routine 20 Day Works (90%) Total 329 316 365 242 300 395 440 458 309 286 309 237 % Within 97.57% 99.37% 97.53% 98.76% 96.67% 97.72% 99.32% 98.69% 99.03% 99.65% 100.00% 99.16% Programmed Works (95%) Total 6 12 15 16 18 46 76 60 46 58 68 43 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 97.37% 100.00% 100.00% 98.28% 100.00% 100.00% Cyclic Works (95%) Total 30 15 45 51 41 65 85 90 64 74 88 293 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 98.98% Page 21 of 221
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Appendix 6 – Average timescales for corporate emergency and non-emergency jobs Corporate Emergency Repair Timescales – 2022/23 (Mears only) April May June July August September October November December January February March YTD Total Time Taken 900:24:35 913:39:44 1005:37:14 454:07:45 1009:51:41 1501:03:25 1633:50:14 748:35:38 8167:10:16 Total Jobs 228 277 242 129 241 291 287 191 1886 Average Timescale 3:56:57 3:17:54 4:09:20 3:31:13 4:11:25 5:09:30 5:41:34 3:55:10 4:19:50 Corporate Non-Emergency Repair Timescales – 2022/23 (Mears only) April May June July August September October November December January February March YTD No. Of Non Emergency Repairs 550 688 612 481 540 566 631 448 4516 Total Number of Days Taken 6562 5565 4689 4701 3722 3522 5403 4067 38231 Average Length of Time Taken 11.93 8.09 7.66 9.77 6.89 6.22 8.56 9.08 8.47 Page 22 of 221
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Appendix 7 Mears contribution to The Plan for North Lanarkshire Service Area Target Outcome/Purpose 2021/22 Actual Comments Q1 Q2 Q3 Q4 Improve Economic Opportunities and Outcomes OBJECTIVE: Provide supported routes out of unemployment or underemployment Number of trade and Modern apprenticeships Contribute to the long-term economic sustainability of North Lanarkshire 51 51 73 65 22 apprentices recruited in August 2022. Which will take us to 195 over the length of the contract. We currently have 8 apprentices which are due to complete their apprenticeship in Q3. All operatives will be offered a position within the team. OBJECTIVE: Help current and incoming businesses to grow and create employment Number of local suppliers Contribute to the long-term economic sustainability of North Lanarkshire. 34 suppliers with a spend of £7.12m 20 Suppliers with a spend of £2.4 m 19 Suppliers with a spend of £3.4m 16 Suppliers with a spend of £2.1m Local supply chain spend. Spend is per quarter (not cumulative). Q3 (only includes October and November activity – subject to change post completion of December). Improving the Health and Wellbeing of our Communities OBJECTIVE: Enable more people to live longer at home and to live as independently as possible Safer homes advice and installations To provide safety and security measures to vulnerable groups such as elderly and victims of domestic abuse. 1518 items fitted to 262 properties 279 items fitted to 50 properties 336 items fitted to 59 properties 236 Items fitted across 42 properties Q3 (only includes October and November activity – subject to change post completion of December). Page 23 of 221
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Schools work experience and engagement Provide young people with an opportunity to get an insight into a possible career 0 1 0 3 Buchannan High Trade Work experience resumed in Q3. Two additional placements for office work experience in Q3. Recruitment fairs/career talks Provide young people with an opportunity to get an insight into a possible career and routes to work 1 2 0 2 Braidhurst High Careers Event (28.09.22) Dalziel High Careers Event (28.09.22) Apprenticeship projects to support local communities Provides apprentices with the opportunity to work with local communities to add value to facilities as well as work with local groups and events to enable others to deliver community benefits within their area 0 2 0 8 8 Apprentices volunteered at St Andrews Hospice for Light Up a Life event. Enhance Participation, Capacity and Empowerment Across Our Communities OBJECTIVE: Improve community participation and engagement in the planning and delivery of services Housing Tenant Conferences Positively promote the partnership 0 0 0 1 Attended tenants conference at Airdrie Academy on 26 November 2022 Sporting Events Positively promote the partnership 0 0 0 0 Not applicable for 21/22. Best Value Efficiency Savings To positively support the partnership, deliver efficiencies to the Schedule of Rates payable via the works agreement. £1,512,762 £611,227 £326,281 £302,751 Q3 1st October – 16th December Page 24 of 221
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Appendix 8 MEARS Scotland LLP Financial Performance as at September 2022 Income & Expenditure 2022 2021 Budget Actual Variance to Budget Full Year Budget Actual Outturn £m £m £m £m £m Total Sales 39,072 41,993 2,921 49.989 48.856 Total Direct Costs 31,578 33,359 -1,782 40.405 39.753 Gross Margin 7,494 8,634 1,140 9.584 9.103 Operational % 19.2% 20.6% 39% 19.17% 18.63% Total Overheads 5,849 6,979 -1,130 7.751 7.922 Net Trading Profit 1,645 1,655 9.353 1.833 1.181 Profit % 4.2% 3.94% 0.3% 3.7% 2.4% Page 25 of 221
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MEARS Scotland LLP Appendix 9 Overall Financial Standing - Balance Sheet as at September 2022 Balances / Indicators 2022 YTD 2021 Final Outturn £m £m Total Fixed Assets 0.031 0.078 Stock 3.375 2.284 Trade & Other Debtors 0.656 0.408 Cash 11.305 7.727 Trade & Other Creditors -9.581 -6.113 Government Bodies - tax, VAT, NI -1.795 -2.079 Inter Company Trading loan -1.731 -1.663 Total Net Assets/ (Liabilities) 2.260 0.642 Current Ratio 1.35 1.27 Page 26 of 221
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref BL/MH/HD Date 15/02/23 Saltire Performance Report to 30 November 2022 From Brian Lafferty, Chief Officer, Housing Property Services E-mail HendryM@northlan.gov.uk Telephone Michelle Hendry, 07960974797 1. Background 1.1 As per the recommendation to Committee on 7 June 2012, it was agreed that a six monthly report be established to detail performance across agreed Key Performance Indicators (KPI’s), customer satisfaction and complaints to support the ongoing review and associated improvement actions within the delivery of the strategic partnership vehicles. 1.2 Following consideration and approval by the Policy & Resources Committee in March 2017, the Council’s Strategic Adviser (External Organisations) concluded the sale of the Council’s 33% shareholding in Saltire in May 2017. The works agreement would govern the Central Heating Repairs and Maintenance Delivery service, also being varied to maintain the benefits and protections which the Council had previously enjoyed from its shareholding until expiry on the contract Executive Summary The purpose of this report is to provide a detailed update on the current 2022/23 performance of the Business Housing Property Central Heating Repairs & Maintenance service delivery contracts. Recommendations It is recommended that the Housing Committee: (1) Acknowledge the report in relation to the continued ongoing improved performance of the service delivery contract. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth AGENDA ITEM 3 Page 27 of 221
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in January 2021 and agreed extensions that have been approved at Committee. In relation to the contract extension, Saltire are now in the second year, this commenced on 8 January 2022 until 7 January 2023. It should also be noted that the third year was approved at committee which is from 8 January 2023 to 7 January 2024. 1.3 In line with the role and nature of the previous strategic partnership vehicle, performance will continue to be reported to Committee during the extension periods. 2. Report 2.1 Performance Indicators 2.1.1 KPI performance for 2022/23 in relation to Heating Repairs & Maintenance is attached as Appendix 1. Appendix 2 also contains the full KPI set for 2021/22. Appendix 3 contains the full breakdown of emergency and non-emergency repairs jobs carried out by month for all 3 linked contractors, as well as Saltires only. 2.1.2 As of November 2022/23 the contract achieved 100% gas certification record for the extensive gas heated housing asset base. 2.1.3 All KPI areas continued to be subject to a full audit programme to ensure validity, with wider associated improvement actions details via the formal liaison structure to ensure full transparency and accountability. 2.2 Business Housing Property and Projects Performance / Developments 2.2.1 The timescale in completing emergency repairs for all 3 linked contractors, year to date, is currently 3.23 hours. Saltire year to date, average emergency timescales are 2.29 hours. The 2021/22 Scottish average was 4.20 hours. 2.2.2 The timescale for completing non-emergency repairs, for all 3 linked contractors, year to date, is currently 6.85 days. Saltire average non-emergency timescales is 0.82 days. The 2021/2 Scottish average was 8.9 days 2.2.3 It should also be noted that repairs carried out right first time has been reported at 97.42 % over the same period. The 2021/2 Scottish average was 88.3% 2.2.5 Current customer satisfaction level is 94.27% year to date. The 2021/22 Scottish average was 88.0%. We continue to receive various methods of surveys which include online, post inspection stage of works and face to face with tenants. Customer satisfaction surveys continue to inform action and help ensure that any areas of dissatisfaction are immediately followed up. 2.2.6 Frontline resolutions - The number of Stage 1 complaints received for 2022/23 relating to all of Housing Property and Projects, have increased in comparison with the same period last year (see table 1 below). Of the complaints responded to year to date, a total of 67.68% have been upheld or partially upheld, in the same period last year 65.77% were upheld. 92.42% of complaints YTD have been responded to within SPSO timescales, in comparison to 98.66% of Page 28 of 221
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complaints in the same period in 2021/22. Eight stage one complaints were received YTD in relation to Saltire, they were responded to within timescale and 50% were upheld. An analysis of all complaints received is undertaken by Local Homes to allow any re-occurring issues to be addressed and associated service improvement actions to be progressed 2.2.7 Investigations – The number of Stage 2 complaints received for 2022/23, relating to all Housing Property and Projects service, has decreased in comparison to the same period last year (see table 1 below) A total of 57.14% of closed cases have been upheld or partially upheld which is a decrease in comparison to 77.27% upheld or partially upheld in the same period last year. 95.24% of complaints received as stage 2 complaints were responded to within SPSO timescale in comparison to 95.45% of complaints in the same period in 2021/22. There has been no stage 2 complaint received in relation to Saltire within 2022/23 to date. 2.2.8 It should be noted that in relation to the number of complaints as a comparison to the number of emergency and non-emergency repairs, which equated to 72,234 from April to Nov 2022 this equates 0.3 as a % of complaints as a comparison. Table 1 Housing property and projects complaints received via Council between each financial year. 2022/23 2021/22 (for comparison) Q1 Q2 Q3 Oct & Nov only Q4 Total Q1 Q2 Q3 Q4 Total Stage 1 73 63 62 198 54 50 55 61 220 Stage 2 7 9 5 21 9 7 8 9 33 Total 80 72 67 219 63 57 63 70 253 3. Measures of success 3.1 The ongoing Partnership Performance monitoring report requires Committee to consider Saltire Facilities Management Limited performance twice per year. These reports detail the activities which are expected to support delivery of the Council’s priority outcomes, as well as the organisation’s performance against these and should therefore ensure elected members have sufficient information to assess how Saltire service delivery 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. 4. Supporting documentation Appendix 1: Saltire Performance 2022/23 Appendix 2: Saltire Performance 2021/22 Page 29 of 221
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Appendix 3: Emergency Repair Timescales and Non-Emergency Repair Timescales Brian Lafferty Chief Officer, Housing Property Services Page 30 of 221
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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 Financial Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People 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? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 31 of 221
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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? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 32 of 221
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Appendix 1 SALTIRE HOUSING PERFORMANCE 2022/23 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Cat 1a - Priority U (95%) Total 5 3 4 4 2 9 7 5 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Cat 1b - Priority E (95%) Total 0 0 0 0 0 0 0 3 % Within N/A N/A N/A N/A N/A N/A N/A 100.00% Cat 2 - Routine - Priority 1 (95%) Total 504 479 456 259 380 366 528 692 % Within 99.40% 100.00% 99.56% 100.00% 99.74% 100.00% 99.81% 100.00% Cat 3 - Routine - Priority 2 (95%) Total 23 20 8 5 11 20 12 10 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Cat 4 - Routine - Priority 3 (95%) Total 526 501 925 476 754 702 654 1354 % Within 99.24% 98.60% 99.89% 99.16% 99.73% 99.00% 99.39% 99.19% Empty House Works - Priority 4 (95%) Total 196 239 242 215 258 178 222 209 % Within 98.98% 97.91% 99.17% 96.74% 98.84% 99.44% 98.20% 99.04% Empty House Works - Priority 5 (95%) Total 139 147 191 141 184 144 160 150 % Within 99.28% 100.00% 98.43% 99.29% 100.00% 99.31% 99.38% 100.00% Routine Works - P9 (95%) Total 0 0 0 0 0 0 0 0 % Within N/A N/A N/A N/A N/A N/A N/A N/A Priority P - Extended Priorities (95%) Total 0 0 0 0 0 0 0 0 % Within N/A N/A N/A N/A N/A N/A N/A N/A Priority C - 24hour Emergency (95%) Total 1575 1400 1194 864 1234 1415 1919 1996 % Within 99.37% 99.64% 99.83% 99.77% 99.92% 99.58% 98.44% 99.95% Priority D - Capital Boiler renewals (95%) Total 118 97 65 65 80 62 77 95 % Within 100.00% 100.00% 100.00% 98.46% 100.00% 98.39% 100.00% 100.00% Priority B - 2 hr Emergency within working hours (95%) Total 8 6 5 4 3 10 11 6 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Priority F - 2 hr Emergency outwith working hours (95%)) Total 2 0 0 0 0 0 1 1 % Within 100.00% N/A N/A N/A N/A N/A 100.00% 100.00% Adaptations - 40 Days (95%) Total 5 1 6 5 7 6 9 4 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Page 33 of 221
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Appendix 2 SALTIRE HOUSING PERFORMANCE 2021/22 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Cat 1a - Priority U (95%) Total 3 2 2 2 3 5 2 1 3 3 4 7 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Cat 1b - Priority E (95%) Total 0 2 1 1 0 2 1 0 1 0 1 0 % Within N/A 100.00% 100.00% 100.00% N/A 100.00% 100.00% N/A 100.00% N/A 100.00% N/A Cat 2 - Routine - Priority 1 (95%) Total 435 409 421 330 433 496 610 646 625 568 458 551 % Within 100.00% 99.76% 100.00% 100.00% 99.77% 99.60% 99.18% 100.00% 99.68% 99.82% 99.56% 99.46% Cat 3 - Routine - Priority 2 (95%) Total 39 41 34 15 19 15 35 17 50 101 19 31 % Within 100.00% 100.00% 97.06% 100.00% 100.00% 100.00% 100.00% 100.00% 98.00% 100.00% 100.00% 96.77% Cat 4 - Routine - Priority 3 (95%) Total 2630 856 1217 982 418 1290 1199 1017 890 409 952 1058 % Within 100.00% 100.00% 99.84% 99.59% 98.33% 99.53% 99.08% 99.12% 98.99% 98.53% 98.32% 99.34% Empty House Works - Priority 4 (95%) Total 260 215 253 226 197 206 262 243 233 212 195 282 % Within 98.46% 96.74% 98.81% 99.56% 99.49% 96.60% 98.47% 98.35% 97.00% 99.53% 95.90% 98.58% Empty House Works - Priority 5 (95%) Total 206 189 196 182 215 180 208 198 264 153 190 197 % Within 100.00% 100.00% 98.47% 99.45% 98.60% 100.00% 98.56% 98.99% 99.62% 99.35% 99.47% 98.98% Routine Works - P9 (95%) Total 0 0 0 0 0 0 0 0 0 0 0 0 % Within N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Priority P - Extended Priorities (95%) Total 0 0 0 0 0 0 0 0 0 0 0 0 % Within N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Priority C - 24hour Emergency (95%) Total 1691 1562 1114 896 1351 1287 1571 1782 1979 2054 1847 1937 % Within 99.35% 99.36% 99.73% 99.67% 99.70% 99.77% 99.05% 99.44% 99.44% 99.17% 99.46% 99.28% Priority D - Capital Boiler renewals (95%) Total 75 75 72 62 60 55 75 49 68 56 58 75 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 98.21% 98.28% 98.67% Priority B - 2 hr Emergency within working hours (95%) Total 42 54 52 76 78 80 56 97 86 19 21 18 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 98.75% 98.21% 100.00% 98.84% 100.00% 100.00% 100.00% Priority F - 2 hr Emergency outwith working hours (95%)) Total 4 10 5 5 8 8 10 11 8 3 1 3 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Adaptations - 40 Days (95%) Total 2 1 3 10 4 5 4 2 0 5 6 8 % Within 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% N/A 100.00% 100.00% 100.00% Page 34 of 221
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Appendix 3 – Average timescales for housing emergency and non-emergency jobs Housing Emergency Repair Timescales – 2022/23 (All contractors) April May June July August September October November December January February March YTD Total Time Taken 6606:00:06 10351:42:04 7708:12:02 6623:05:03 8074:33:09 8269:07:00 8482:20:42 7961:08:58 64076:09:04 Total Jobs 2087 2303 2260 2202 2514 2377 2631 2476 18850 Average Timescale 3:09:55 4:29:42 3:24:39 3:00:28 3:12:43 3:28:44 3:13:26 3:12:55 3:23:57 Housing Non-Emergency Repair Timescales – 2022/23 (All contractors) April May June July August September October November December January February March YTD No. Of Non Emergency Repairs 6462 6413 6607 5259 6724 6481 7214 8224 53384 Total Number of Days Taken 48642 43119 45847 44211 48656 43097 44930 47411 365913 Average Length of Time Taken 7.53 6.72 6.94 8.41 7.24 6.65 6.23 5.76 6.85 Page 35 of 221
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Housing Emergency Repair Timescales – 2022/23 (Saltire only) April May June July August September October November December January February March YTD Total Time Taken 25:51:17 17:05:37 23:27:48 19:09:57 9:54:33 55:16:06 63:59:16 29:41:25 244:25:59 Total Jobs 15 9 9 8 5 19 19 14 98 Average Timescale 1:43:25 1:53:57 2:36:25 2:23:45 1:58:55 2:54:32 3:22:04 2:07:15 2:29:39 Housing Non-Emergency Repair Timescales – 2022/23 (Saltire only) April May June July August September October November December January February March YTD No. Of Non Emergency Repairs 2632 2401 2590 1607 2383 2420 3003 3967 21003 Total Number of Days Taken 2388 2291 2076 1765 1807 1771 2475 2655 17228 Average Length of Time Taken 0.91 0.95 0.80 1.10 0.76 0.73 0.82 0.67 0.82 Page 36 of 221
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref SL/ MK/ AMcK Date 15/02/23 Local Housing Strategy 2021-2026 Annual Progress Review From Stephen Llewellyn, Chief Officer Housing Management E-mail llewellyns@northlan.gov.uk Telephone 01698 274192 1. Background 1.1 The Housing (Scotland) Act 2001 places a statutory requirement on local authorities to produce a Local Housing Strategy (LHS) that sets out its strategy, priorities, and plans for the delivery of housing and related services. 1.2 Local authorities are expected to review progress annually and to submit a copy of the review to the Scottish Government More Homes Area Team. The review must also be made available on the council’s website. Executive Summary The purpose of this report is to advise committee of the progress made in delivering the strategic priorities and actions set out in the Local Housing Strategy 2021-2026. The Local Housing Strategy is the main overarching strategy for housing and housing related services in North Lanarkshire. It is an all-tenure document which sets the strategic direction in key areas such as homelessness, house condition, housing delivery, specialist provision, climate change and fuel poverty. The Local Housing Strategy for 2021-2026 was approved by Committee in November 2021. Local authorities are required to report on progress annually and to publish this on their website. This is the first annual progress review since the strategy was approved. Recommendations It is recommended that Housing Committee: • Note the progress made to date in delivering the actions set out in the Local Housing Strategy 2021-2026. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements AGENDA ITEM 4 Page 37 of 221
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1.3 North Lanarkshire’s LHS for 2021-26 was approved by Committee in November 2021. The strategy plays an important part in delivering our ambition, set out in The Plan, to make North Lanarkshire the place to live, learn, work, invest and visit. It is closely connected and aligned to other key plans and strategies such as the Local Development Plan, Town Visions, and the Economic Regeneration Delivery Plan. 2. Report 2.1 The vision set out in the strategy is: “To make North Lanarkshire the place to live, through provision of high-quality housing and support in sustainable communities, that enables people to thrive and prosper” 2.2 This vision is underpinned by seven priority outcomes which will be delivered over the period 2021-2026: • We will increase the supply of high-quality sustainable homes across tenure • Our communities are vibrant, attractive, and sustainable • We prevent and resolve homelessness effectively • We have a range of housing options and supports which promote independence, health, and wellbeing • We will tackle climate change and fuel poverty • Our homes will be fit for the future • We contribute to improving the quality and accessibility of the private rented sector 2.3 The Action Plan contains 162 separate milestones, delivering on 41 actions, with the LHS providing a framework for strategic monitoring and review. Of these milestones, 20 are complete and 126 are on track. Two milestones are slightly behind, twelve milestones have not yet been started and two milestones are no longer applicable. None are significantly behind. 2.4 A full report on progress under each priority is included in the LHS Annual Progress Report and corresponding Action Plan (which are attached in the Appendix). Some of the key progress made to date includes: • 389 new affordable homes built in 2021/22 • Expansion of the Open Market Purchase Scheme (OMPS) to allow purchase of the last remaining owner in mixed tenure flats, enabling common works to progress • Further expansion of the OMPS to allow purchase of properties from private landlords where there is a risk of homelessness, with tenants remaining in the property as a council tenant • Development of a Housing Asset Management Database to help inform demand and investment decisions • 75 homes brought back into use through our Empty Homes Purchase Scheme and Open Market Purchase Scheme, bringing the total properties bought to date to 594 • 79 council homes delivered in town centres and edge of town centre locations • 91% of properties in Phase 1 of the re-provisioning programme now vacant, with 209 properties demolished during 2021/22 Page 38 of 221
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• First sites of the re-provisioning programme now under construction at Northburn Avenue and Dykehead Road, Airdrie • 41 long-term empty properties brought back into use in 2021/22 • Time spent in temporary accommodation by homeless households reduced by 8.1 days since 2020/21 • More than £562,000 of grant funding from the Covid-19 Tenant Grant Hardship Fund administered to support people affected financially by the Covid-19 pandemic who had fallen into rent arrears and were at risk of becoming homeless • Modules 1, 2, 3, 5 & 6 of the Housing Options Toolkit released for use across the country • Homes previously earmarked for demolition through the re-provisioning programme brought back into use to house refugees fleeing the war in Ukraine • Implementation of our incentive to downsize scheme • Over £17m invested in energy efficiency works in 2021/22 • Construction of 19 ‘Net Zero’ homes at Dykehead Road, Airdrie which feature several low carbon technologies including air-source heat pumps, battery storage, enhanced solar PV arrays and enhanced insulation • Installation of our first electric vehicle charging points on a new build housing development at Nobles View, Bellshill • Low-income households at risk of fuel poverty were supported with almost £1m of funding through the Tenant Hardship Payment Scheme • Investment of more than £27m to improve the quality of our homes in the past year, including £13 on roof and render, £6.5 on kitchens and bathrooms, and £4.2m on home safety and security • Private Landlord Forum re-established this year, the first time the event has been held since 2017 • Several hundred inspections carried out by Private Sector Officers in support of the Ukrainian Re-settlement Programme. 2.5 The LHS is a five-year plan. Progress will continue to be monitored and reported annually through the Local Housing Strategy Steering Group and Housing Committee. 3. Measures of success 3.1 Delivery of actions set out in the LHS Action Plan (attached in the Appendix). 4. Supporting documentation 4.1 Appendix – Local Housing Strategy Annual Progress Report 2022 Stephen Llewellyn Chief Officer, Housing Management Page 39 of 221
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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 LHS has a positive impact on several protected characteristic areas, through the provision of improved housing and related services to meet a broad range of needs. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ The LHS contains financial impacts. As this report is a progress report, it does not contain any direct financial impacts. If Yes, have all relevant financial impacts have been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? Page 40 of 221
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5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? There are several actions in the LHS that have a positive impact on meeting our climate change targets. Progress has been made on several key actions relating to improving energy efficiency of housing stock which reduce our carbon emissions. Further detail is set out in out in the progress report. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Risk is recorded on the Service Risk Register and managed accordingly. Page 41 of 221
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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. Consultation and engagement with the Armed Forces Community was carried out as part of the LHS development process. This has directly informed the actions and milestones set out in the strategy. Page 42 of 221
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LOCAL HOUSING STRATEGY ANNUAL PROGRESS REPORT 2022 Page 43 of 221
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3 Local Housing Strategy Annual Progress Report 2022 Contents Introduction ....................................................................................... 4 Housing delivery ................................................................................ 6 Placemaking and communities .......................................................... 8 Preventing and addressing homelessness ......................................... 10 Specialist provision ............................................................................ 12 Fuel poverty, energy efficiency and climate change ............................ 14 House condition ................................................................................ 17 Private sector housing ....................................................................... 18 Strategic housing outcomes .............................................................. 19 Page 45 of 221
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4 Local Housing Strategy Annual Progress Report 2022 Introduction The Local Housing Strategy (LHS) is the main overarching plan for housing. It sets out our housing priorities and the actions we will take to achieve our vision: “To make North Lanarkshire the place to live, through provision of high-quality housing and support in sustainable communities, that enables people to thrive and prosper” The strategy plays an important part in delivering our ambition set out in The Plan to make North Lanarkshire the place to live, learn, work, invest and visit, and is closely connected and aligned to other key plans and strategies such as the Local Development Plan, the Town Visions, and the Economic Regeneration Delivery Plan. The strategy will help deliver real improvements to people’s lives, by: • Continuing to build much needed new affordable homes, reducing poverty, boosting the local economy and improving outcomes • Improving the quality and energy efficiency of housing, helping reduce fuel poverty and helping achieve our net-zero climate change target • Delivering a range of support services to help people achieve their potential, be healthy and included • Helping create sustainable and attractive communities, through tackling empty homes and low demand and regenerating areas and places North Lanarkshire’s Local Housing Strategy for 2021-26 was approved by Committee in November 2021. This is the first annual update on progress since the strategy was approved and provides an update on progress since the LHS was published, featuring key highlights and achievements as well as ongoing challenges. Strategic Context The Housing (Scotland) Act 2001 places a statutory requirement on local authorities to prepare a Local Housing Strategy supported by an assessment of housing need and demand. The LHS provides the strategic direction, together with policies and plans to enable the council and its partners to invest in the delivery of high-quality affordable housing and housing related services, across all housing tenures, to meet identified need. There is a requirement to set out the contribution housing can make towards the effective integration of health and social care; as well as its approach to meeting a range of statutory housing responsibilities such as addressing fuel poverty, improving house condition and homelessness. Page 46 of 221
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5 Local Housing Strategy Annual Progress Report 2022 Our Priorities Our LHS has seven priority outcomes which will be delivered over the five-year period 2021-2026. These priorities are: • Priority 1: We Will Increase the Supply of High- Quality Sustainable Homes Across Tenure • Priority 2: Our Communities Are Vibrant, Attractive and Sustainable • Priority 3: We Prevent and Resolve Homelessness Effectively • Priority 4: We Have a Range of Housing Options and Supports Which Promote Independence, Health and Wellbeing • Priority 5: We Will Tackle Climate Change and Fuel Poverty • Priority 6: Our Homes Will Be Fit for The Future • Priority 7: We Contribute to Improving the Quality and Accessibility of The Private Rented Sector Progress on the seven priorities is outlined in this report highlighting any key success and challenges. The action plan indicates the status of each action. Page 47 of 221
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6 Local Housing Strategy Annual Progress Report 2022 Housing delivery PRIORITY 1: WE WILL INCREASE THE SUPPLY OF HIGH-QUALITY SUSTAINABLE HOMES ACROSS TENURE New Supply Affordable Housing Despite ongoing challenges due to inflation and resource availability, we delivered 137 new affordable homes for rent in 2021/22 and are on track to achieve the target of delivering 5,000 new, affordable rented homes by 2035. This brings the total new council homes built in North Lanarkshire to 9701. Site Name Area Number of Homes Completion Date Caledonian Avenue Bellshill 8 April 2021 Dimsdale Road Wishaw 55 November 2021 Roberts Street Wishaw 16 February 2022 Lismore Drive Coatbridge 58 February 2022 Mossburn, Waterloo (20 units) and Plains Primary School have also been completed post- 31st March 2022. 389 new affordable homes built Scottish Government funding of £32.9m secured for 2023/24 22 wheelchair liveable homes SHIP planned delivery of 3,229 homes over the next five years 25 MMR homes planned by 2027 We have secured a number of new sites for our homes, including several town centre sites as well as land linked to our tower re-provisioning programme. We currently have 421 homes under construction. Site Name Area Number of Homes Scheduled Completion Date Lindsaybeg Road (former Chilterns Home) Chryston 21 February 2023 Community Road Bellshill 29 January 2023 Northburn Avenue (Re-provisioning) Airdrie 31 March 2023 South Bridge Street (Former Orrs Building) Airdrie 20 June 2023 Earls Rise (Gateside Farm) Stepps 30 August 2023 Dykehead Road (Re-provisioning) Airdrie 150 September 2023 Ravenscliff Road (Former BRE site) Motherwell 24 October 2023 Berwick Street Coatbridge 19 November 2023 Castlehill Road Wishaw 97 May 2024 1 As at November 2022 Page 48 of 221
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7 Local Housing Strategy Annual Progress Report 2022 Community benefits are built into every council new build contract, helping to secure work experience and job opportunities for local residents, providing educational support via virtual school sessions, as well as supporting local businesses through supply chain improvements. Our RSLs partners have delivered 252 affordable homes over the past year, increasing the total number of new affordable homes built in the past year to 389. The Pathfinder Scheme, which allows the council to purchase new affordable homes directly from private developers, is progressing well. We are currently in the process of purchasing 24 homes at Lorne Place in Coatbridge, 39 homes at the former DWP offices in Coatbridge and 20 homes at the former Orrs Department Store in Airdrie (where works are now on-site). Over the past year we have brought 75 homes back into use through our Empty Homes Purchase Scheme and Open Market Purchase Scheme, bringing the total properties bought to date to 594. Despite current market pressures which have reduced supply and increased costs, the scheme continues to be popular, allowing us to increase the supply of affordable housing whilst also addressing issues associated with property repair and long-term empty homes. In 2021, committee approval was given to expand the scheme to allow the purchase of properties from owners in blocks of flats and cottage flats, where all the other flats are already owned by the council, allowing them to stay in their homes as tenants. This helps to progress common works for the benefit of our tenants. A further expansion of the scheme in August 2022 means that we will also consider buying homes from private landlords and allow the tenant to remain living in the home as a council tenant, helping prevent homelessness and increase the council’s housing stock. Our Strategic Housing Investment Programme (SHIP) for 2022/23-2026/27 was approved by Committee in August 2022 and subsequently submitted to the Scottish Government in October 2022. The SHIP sets out plans to deliver over 3,200 new affordable homes in the next five years, helping regenerate local communities and support the economy by creating new jobs. Despite increased grant subsidy available from the Scottish Government, a refreshed feasibility study and financial analysis has shown that, at present, delivery of Mid-Market Rent (MMR) by the council remains financially unviable. However, work is ongoing to establish a Housing Delivery Partnership to deliver alternative tenures should market conditions allow. We are also exploring options for delivery of MMR in town centres through the Town Centre Project and Levelling-up Agenda. Work on the third Glasgow and Clyde Valley Housing Need and Demand Analysis is now complete and due to be submitted to the Centre for Housing Market Analysis for ‘Robust and Credible’ status assessment. Further discussions on setting the Housing Supply Target will commence thereafter with anticipated completion in Spring 2023 for inclusion within the LHS. North Lanarkshire’s Local Development Plan (LDP) was adopted by Scottish Ministers in July 2022. The LDP includes a continuation of the Affordable Housing Policy for the Cumbernauld Housing Sub-Market Area, with the potential for this to be applied elsewhere on a case-by-case basis. Revision of the Supplementary Planning Guidance now includes provision for Shared Equity housing as a delivery option. A separate options report on the delivery of Shared Equity is also now complete. We have developed a Housing Asset Management Database which captures a range of information to help inform demand and investment decisions. Work is underway to test assumptions before weightings are applied and the information is used to draw conclusions. Page 49 of 221
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8 Local Housing Strategy Annual Progress Report 2022 Placemaking and communities PRIORITY 2: OUR COMMUNITIES ARE VIBRANT, ATTRACTIVE AND SUSTAINABLE Our key Town Centre Ambition projects are on track to proceed this year subject to the acquisition of The Centre in Cumbernauld Town Centre proceeding this financial year. Significant funding has been provided by the Scottish Government and UK Government for regeneration projects. During 2021/22, we delivered 79 council homes in town centres and edge of town centre locations bringing our total to 104 homes. Town Centre visions have been developed for all eight town centres in North Lanarkshire and work is well underway to develop action plans for each of the town centres. To help deliver our visions, work is underway to prepare and submit bids to supplement the council’s own capital investment. This includes the UK Government’s Levelling Up Fund, the Scottish Government’s Place Based Investment Programme and Regeneration Capital Grant Fund, the Vacant and Derelict Land Fund and Vacant and Derelict Land Investment Programme. Funding bids have also been prepared seeking National Lottery Heritage Fund and Historic Environment Scotland support to deliver the heritage-led regeneration of Airdrie town centre. The council is also exploring opportunities to lever in external funding to deliver mid-market rent in our town centres. Some key progress over the period includes: • Demolition of Bank Street, Coatbridge to enable residential development • Detailed designs and plans produced to convert the former Municipal Buildings at Kildonan Street, Coatbridge into residential accommodation • Completion of Broomknoll Street town centre site in Airdrie, delivering 30 new homes by Clyde Valley Housing Association • Demolition of the former Orrs department store for residential redevelopment • Creation of a new active travel link connecting Abronhill with Cumbernauld Town Centre • Acquisition of the Old Town Hall in Motherwell for conversion to residential use • Acquisition of the Masonic Halls in Motherwell for façade retention and redevelopment for residential use • Acquisition and demolition of the former office building Kingshouse, Wishaw for residential redevelopment • Commencement of construction works on the former Tesco site in Wishaw to create new housing, scheduled for completion in early 2023 • Properties re-developed on Buchanan Street and Graham Street in Airdrie to deliver both commercial and residential accommodation Page 50 of 221
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9 Local Housing Strategy Annual Progress Report 2022 In line with our ambitions to develop integrated community hubs throughout North Lanarkshire, we have commenced work on three community hubs this year: • Newmains and St Brigid’s Community Hub which will provide a shared campus for two primary schools and a family learning centre, delivering an inclusive learning environment and modern facilities for all members of the community. • Chryston Community Hub which will replace the existing primary school and provide a new Community Health Clinic, offering residents access to state-of-the-art health and wellbeing facilities. • Riverbank Community Hub, Coatbridge which will bring together two primary schools, Carnbroe PS and Sikeside PS, along with an early years class. The hub is designed to provide an exciting and flexible learning environment which will accommodate a wide range of requirements both now and in the future. The local community is set to benefit through building of the hubs, as local contractors and smaller businesses will be supported, and work placements and training opportunities created. All three hubs are anticipated to be complete by Autumn 2023. Good progress continues to be made on the Ravenscraig Access Road, with the construction of the rail bridge currently running ahead of programme. In preparation for the following stages, detailed specifications and tender documents for procurement of the new connection between Motherwell and Ravenscraig have been developed. The contract is expected to be awarded in summer 2023, following completion of the bridge. Phase 1 of the re-provisioning programme is progressing well with 1,600 out of 1,750 properties now vacant. Only one owner remains in-situ. Negotiations to purchase this property are ongoing. Options for Phase 2 are currently being considered using findings from the structural survey, demand analysis and the availability of housing for re- provisioning. Demolition of Coursington, Allan and Draffen Towers in Motherwell and the Shawhead flats in Coatbridge is progressing well. Site establishment at both sites is now complete and meetings with nearby residents have been held to inform them of proceedings. A total of 209 properties were demolished during 2021/22 which met all year end targets. The contract to demolish 8 low-rise blocks at Gowkthrapple, Wishaw (Phase 1) has recently been terminated due to a request from the contractor for a significant uplift to the original tender value. We are now undertaking a revised procurement exercise which will include all 19 blocks on the site including the surrounding structures. This isn’t expected to delay the programme, which is on track for completion by 2025. The first sites of the re-provisioning programme are now under construction at Northburn Avenue and Dykehead Road, Airdrie. These developments will deliver over 180 modern and energy efficient new build homes for the local area and are planned for completion by the end of 2023. Creation of 20-minute neighbourhoods with good access to physical, digital and social infrastructure continues to be progressed through several ways. This includes the Town Centre Visions, the Active Travel Strategy, the creation of Town and Community Hubs as well as the New Supply Programme, which includes the expansion of the Open Market Purchase Scheme to increase supply whilst addressing important issues such as prevention of homelessness, mixed tenure repairs to improve housing condition, as well as tackling the blight of empty homes in communities. The new Local Development Plan, which was adopted in 2022, sets out the Placemaking Policies which help create 20-minute neighbourhoods. A total of 41 long-term empty properties were brought back into use in the private sector during 2021/22, with a further 4 brought back into use as social housing through the Open Market Purchase Scheme. The Empty Homes Officer has been working alongside colleagues from Building Standards, Environmental Services and Planning to bring properties back to habitable condition, including one property in a conservation which has been empty since 2009. Page 51 of 221
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10 Local Housing Strategy Annual Progress Report 2022 Preventing and addressing homelessness PRIORITY 3: WE PREVENT AND RESOLVE HOMELESSNESS EFFECTIVELY In response to the COVID-19 pandemic, and to protect those experiencing financial hardship, the Scottish Government implemented temporary legislation to suspend all evictions from both private and social housing for a period of up to 6 months. The effect of this is apparent in the reduction of households made homeless due to rent arrears, which fell by 72% between 2019/20 and 2020/21 and remained similar in 2021/22. Emergency legislation brought into force in October 2022 will extend the moratorium on evictions offering extra protection to those facing financial difficulty due to the cost-of-living crisis. By carrying out financial health checks, Welfare Rights and Income Maximiser Officers have helped generate more than £35m in additional benefits for residents over the past year, working in partnership with the Council’s Tackling Poverty Team. We have also established a Universal Credit Assistance Fund to help tenants who fall into rent arrears due to built- in waiting times for Universal Credit payments, and a Rent Relief Fund for those facing hardship due to furlough or other reasons. (2021/22 was 76.98 days representing a reduction of 8.1 days from the 2020/21 period where it was 85.08). (down slightly since last year) 1,697 48 individuals90.9% homeless applications in 2021/22 supported through Homes First Repeat applications down 34% of new tenancies sustained for more than a year Youth homelessness reduced from 29.24% in 2020/21 to 27.51% in 2021/22 (since 2015/16 youth homelessness has reduced by 8.2% from 35.75% in 2015/16 to 27.51% in 2021/22) Average length of stay in temporary accommodation REDUCED Average rent £74.58 per week (12.6% below Scottish average for social landlords). 9th lowest Local Authority rent Page 52 of 221
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11 Local Housing Strategy Annual Progress Report 2022 We administered more than £562,000 of grant funding from the Covid-19 Tenant Grant Hardship Fund, set up by the Scottish Government to support people affected financially by the Covid-19 pandemic and who have fallen into rent arrears and are at risk of becoming homeless. Initiatives continue to be implemented through the Council’s Tackling Poverty Officers Action Group which involves the third and independent sector, NHS Lanarkshire and Council services, working together with local people and communities to tackle the current unprecedented cost-of-living crisis. Modules 1, 2 and 3 of the Housing Options Toolkit were finalised and released for use across the country in January 2022. These modules cover all housing activity including legislation, policy and practice delivery. Modules 5 and 6, which cover employability and financial advice, were completed in the Spring and have also been made available for use. Module 4 which is around Health and Wellbeing is due for completion by January 2023. We continue to deliver the Family Plus Project in partnership with Barnardos Scotland, funded by North Lanarkshire’s Alcohol and Drugs Partnership (NLADP), which provides housing support to families and young people affected by domestic abuse, addictions and other trauma. Other Rapid Rehousing Delivery Plan (RRTP) partnership projects that continue to be delivered include the Youth Life Coach Project, which aims to upskill young people with the skills and experience they need to live independently and Creative Faces, which provides opportunities for therapeutic interventions to improve health and wellbeing amongst young people. Bespoke housing options for Care Experienced Young People (CEYP) to prevent homelessness and improve housing options for when housing crisis or periods of housing insecurity arise have been developed and a revised CEYP protocol has been developed in partnership with Health and Social Care to improve pathway planning for CEYP in North Lanarkshire. Youth Housing Champions have also been established across all our housing localities, providing a key point of contact for advice and information in relation to pathway planning for services, whilst also helping improve awareness of CEYP’s rights, wider rights for children (UNCRC) and housing’s role as a Corporate Parent. Progress in relation to embedding Children’s Rights and Wellbeing Impact Assessments into housing policy and strategy has also been implemented since the publication of the LHS, helping to mitigate adverse impact and strengthen positive impact for children and young people. Actions contained within the RRTP continue to be progressed, with the Housing First Team well established and support scaled up over the course of 2021/22 to increase capacity and reach of the Housing First service. As part of the work around RRTP, we are also exploring development of a crisis out-of-hours response service, alongside assertive outreach to help meet the needs of people who experience crisis and require an immediate response, which will also support people not currently linked in with services. A Trauma Informed Practice Co-ordinator has been recruited to implement a trauma training plan across the council and wider partner workforce. So far, 59 housing staff have been trained in trauma informed approaches, with a training plan under development which will incorporate tailored levels of trauma training for all housing staff. New policies have been developed and implemented for tackling domestic abuse and improving tenancy sustainment, to help prevent homelessness and ensure timeous access to support, information and advice, and training for staff. Homes previously earmarked for demolition through the re-provisioning programme have been brought back into use to house refugees fleeing the war in Ukraine. Thirty two families have moved into the newly refurbished block at Birkshaw Tower, Wishaw with an additional twelve families housed by Clyde Valley Housing Association. The refurbishment of Highcoats in Coatbridge is making good progress and will be ready for residents in late January 2023. Families have settled in well and have access to a variety of supports including English language classes, employment support through Routes to Work, NHS Lanarkshire staff and daily on- site support from our resettlement team. Work is ongoing to identify and house additional families within the towers which will, in total, provide 200 new homes for Ukrainian refugees. Page 53 of 221
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12 Local Housing Strategy Annual Progress Report 2022 Specialist provision PRIORITY 4: WE HAVE A RANGE OF HOUSING OPTIONS AND SUPPORTS WHICH PROMOTE INDEPENDENCE, HEALTH AND WELLBEING All new build developments delivered by NLC incorporate best practice, dementia design principles to support those living with dementia or with other support needs, including, but not limited to: • different coloured front doors to help with visibility and navigation • clearly visible entrances, level access and good lighting • clearly visible door numbers and doorbells that contrast with the wall surface • extended curtain plates to maximise natural light from windows • worktops/flooring in clear, solid colours to avoid confusion from pattens or speckles. The remodelling of our linked corridor retirement complexes has progressed over the last year, with work at Dundyvan Gardens linked corridor complex nearing completion and work at other linked corridor retirement complexes scoped and planned over a phased period. This programme of improvements in older people’s housing will help provide specialist housing and communal facilities that enable independence and promote health and wellbeing, providing sustainable, future-proofed environments. Our incentive to downsizing scheme has been implemented over the last year, with a financial package of assistance provided to tenants under-occupying properties to help bring larger homes back into allocation to meet the needs of family households. Despite the scheme being implemented recently, popularity for the scheme is evident and anticipated to increase as energy costs and the cost of living continues to rise. A targeted communications campaign is planned to further 78 new council homes suitable for older people built in 2021/22. 3,137 adaptations 22 new homes built to wheelchair standard (15 NLC/ 7 RSL) 389 homes built to HfVN standards (total 970 NLC, 1,862 RSL to date) Page 54 of 221
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13 Local Housing Strategy Annual Progress Report 2022 increase awareness of the scheme amongst under- occupying households, helping match housing better to people’s housing needs. Adapting for change training has continued to be delivered via the development of an e-learning module which is enabling increased access to training on early intervention to prevent housing crises from occurring. The training continues to be delivered across housing and health and social care services, encouraging a collaborative approach to early identification of housing issues to achieve better housing, health and wellbeing outcomes. New processes have been implemented over 2021/22 to help reduce delayed hospital discharge, with weekly meetings established which involve all locality housing, health and social care teams and hospital discharge coordinators. The technology flat continues to be promoted, with in-person visits taking place again following Covid-19 restrictions. Discussions are ongoing in identifying alternative accommodation for the resource flats, which will help further improve options for enabling swift hospital discharge and preventing delayed discharge. The Gypsy Traveller Strategic Group has continued to make good progress against several key actions over the course of the last year, with new data collation methods implemented which helps capture the housing and support needs of Gypsy Travellers in North Lanarkshire in unauthorised encampments. Work is ongoing with Scottish Government and COSLA on the national action plan, to develop a housing need and demand toolkit for assessing the housing needs of Gypsy Travellers and on negotiated stopping. North Lanarkshire Council housing is represented on the national groups and coordinates action at a local level through partnership arrangements. Engagement with private developers on an all tenure wheelchair target has taken place, and work is underway for a residents’ survey to further inform the evidence base for the target. Engagement with developers to increase awareness amongst developers on the need for wheelchair liveable housing is planned to continue in 2023 with a view to setting a target for the delivery of wheelchair liveable homes in the private sector early in the year. Improvements in digital connectivity have been made, with new smart technology being piloted in homes which assists with maintenance and lowering energy consumption, alongside new technologies showcased in the Tech Flat, which supports independence, health and wellbeing, improving awareness amongst staff, services, providers, people and communities of potential technological solutions. Page 55 of 221
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14 Local Housing Strategy Annual Progress Report 2022 We published our Climate Plan – Act on Climate Together 2030 this year. The document cements our pledge to achieve net-zero emissions in North Lanarkshire by 2030 and sets out the targets and next steps needed to achieve this. A recent change in Governance has further embedded the agenda within the organisation, ensuring we have a 360 perspective on climate change. Fuel poverty, energy efficiency and climate change PRIORITY 5: WE WILL TACKLE CLIMATE CHANGE AND FUEL POVERTY £275,500 funding received from Social Housing Net Zero Heat Fund. 1,045 council homes fitted with new heating systems 99.2% of homes meet EESSH 100% of council new builds meet NLC New Build Sustainability Standards Average energy efficiency of our new build homes is currently Band B (above the national average which is Band D) Page 56 of 221
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15 Local Housing Strategy Annual Progress Report 2022 We are reviewing our approach to space and water heating in our new builds in line with the Scottish Government’s Heat in Buildings Strategy, published in October 2021, which sets out the Government’s aim for all our homes and buildings to be net zero by 2045. We are exploring both short- and longer- term options for low emission heating, being mindful of the potential negative impact these technologies may have on social tenants due to the higher running costs. Construction has begun on 19 ‘Net Zero’ homes at Dykehead Road, Airdrie which feature a number of low carbon technologies including air-source heat pumps, battery storage, enhanced solar PV arrays and enhanced insulation. The measures are designed to reduce energy costs for tenants, help keep carbon-emissions low and help tackle fuel poverty. It is expected that the homes will all achieve an ‘A’ Energy Performance Rating. The pilot forms part of the larger Dykehead Road re-provisioning site, where a total of 150 new homes will be built. Data and tenant feedback will be collected from both the Net Zero homes and the homes heated by gas combination boilers. This will allow us to assess the performance and future viability of these options to help inform future investment decisions. In 2021, we installed our first electric vehicle charging points on a new build housing development at Nobles View, Bellshill. We have committed to providing an EV charging pillar within each parking court of our new developments, where the National Grid has capacity. In addition, we aim to install individual charging points on each new build home that has a private driveway. Other examples of how we’re building greener include: • Minimising heat loss by using mineral wool insulation and windows and doors exceeding requirements set out in the Building Standards. • On-site renewable energy. Photovoltaic provision has recently been increased and homes currently being built will have an in-roof photovoltaic array which will reduce CO2 emissions, assist with running costs for the home, and reduce demand on the National Grid. • Energy efficiency measures which see over 99% of our new build homes achieve a ‘B’ Energy Efficiency Rating and over 90% achieve a ‘B’ EPC CO2 Rating. We have commissioned consultants to develop a route map to achieving EESSH2 compliance in our existing social housing stock. The new EESSH requires that all social housing meets EPC Band B by the end of 2032, within the limits of cost, technology and necessary consent. In addition, no social housing below EPC Band D should be re-let from December 2025, subject to temporary specified exemptions. Currently 99.2% of our stock is EPC Band D or above. This is a 1% improvement on last year. Our drive to improve energy efficiency in our existing council homes has seen us receive a top award for Large Scale Project of Year at Scotland’s Energy Efficiency Awards. By installing measures such as wall insulation, loft insulation, windows, roof, render, as well as renewable technologies such as solar panels, we have helped bring homes up to SHQS and EESSH standards and reduce fuel poverty for tenants. We have been awarded a further £2,242,200 in 2022/23 from the Social Housing Net Zero Heat Fund for the works to upgrade non-traditionally constructed homes in Wishaw, Motherwell, Newmains, Newarthill and Airdrie. Over 3,000 energy efficiency measures installed in 2021/22. External Wall Insulation 550 Windows 700 Heating 1,700 Solar Panels 130 Page 57 of 221
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16 Local Housing Strategy Annual Progress Report 2022 Following on from the successful delivery of a pilot scheme in Pather to install single room heat recovery fans, we have installed these in our mainstream programme where appropriate. These work by extracting and using heat from stale air to warm fresh air coming into the home, saving energy. It is hoped that, if successful, this technology will be rolled out to other properties in the future. We have delivered around £9.5m of energy improvements in North Lanarkshire since 2016, with 1,284 private homes improved. In 2020/21 we upgraded 34 council homes and 35 private homes through EES:ABS (formerly HEEP:ABS). Uptake for the scheme has since been affected by changes in legislation and external funding meaning a percentage contribution from owners is now required to carry out the improvement works. It is anticipated that this will affect uptake for the scheme going forward, unless there is a change in funding parameters. Measures are being taken to encourage owners to participate. We are also working to encourage energy improvements in the private sector. Current landlord registration processes now require that all new and renewal applications have a suitable EPC for the property and work is ongoing to ensure compliance at this stage. Low-income households at risk of fuel poverty were supported with almost £1m of funding through the Tenant Hardship Payment Scheme. In the 6 months from January to June 2021, more than 8,000 applications were received for the scheme which was targeted at those at risk of fuel poverty but unlikely to receive financial support elsewhere. The scheme has recently been reviewed with the income threshold lowered in October 2022, increasing the reach of the scheme to more working households in fuel poverty. Page 58 of 221
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17 Local Housing Strategy Annual Progress Report 2022 House condition PRIORITY 6: OUR HOMES WILL BE FIT FOR THE FUTURE 98.5% of reactive repairs completed “right first time” Emergency repairs completed within 3.18 hours on average (below Scottish average, and year on year improvement) We have invested more than £27m to improve the quality of our homes over the past year, including £13 on roof and render, £6.5 on kitchens and bathrooms, and £4.2m on home safety and security. Despite a variety of ongoing challenges, including labour/ material shortages and cost increases, we still plan to invest over £50m in the coming year2. The type of works being undertaken this year include: • roof upgrades • external wall insulation • windows, kitchens and bathrooms • lift replacements • lead water pipe replacements • energy efficient heating systems • electrical rewiring of houses and common areas of low-rise blocks of flats We continue to invest in our tower blocks to ensure they are safe, secure and attractive places to live. Our structural survey programme, which began in 2016 and is now complete, has informed a wide- ranging programme of works to improve fire safety in our towers. The programme which includes installation of emergency lighting, fire-doors and improved compartmentation/fire-stopping is now complete. In line with recent change in legislation, interlinked smoke detection has also been installed within properties and sheltered complexes. The programme to install sprinkler systems within individual properties is also progressing well with the first phase now complete and the second phase on track for completion in Winter 2022. We are nearing completion of the refurbishment of Blairgrove, Merryston, Glen and Millbrae Towers in Coatbridge with the installation of parking bays and charging canopies underway. Our average days to re-let homes increased to 31.81 days during the year mainly due impact of the pandemic, however we performed well when compared to the Scottish average of 51.6 days. Our housing and repairs teams are working together and liaising closely with our contractors to continually improve these timescales with a view to bringing our performance back to pre-pandemic levels. Following approval at committee in November 2021, the council will now lead the large-scale re-provisioning of privately owned flats at Millcroft Road, Cumbernauld. Intensive work during 2022 has ensured that all remaining owners have been traced, concluding this workstream and allowing the CPO Order Schedule to be finalised and progressed. The Rehousing Strategy is now underway with the first voluntary acquisitions taking place, allowing residents to move to Sanctuary’s new development at Burns Road. Non-emergency repairs completed 30% quicker than Scottish average (6.19 days) 2 subject to committee approval Page 59 of 221
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18 Local Housing Strategy Annual Progress Report 2022 Private sector housing PRIORITY 7: WE CONTRIBUTE TO IMPROVING THE QUALITY AND ACCESSIBILITY OF THE PRIVATE RENTED SECTOR We re-established our Private Landlord Forum this year, the first time the event has been held since 2017. By holding the event online, through Microsoft Teams, we have increased participation and made the event more accessible for those unable to attend an in-person event. The event was recorded and made available on our website, allowing landlords to access and replay the event at a time convenient to them. We hope to further increase engagement through our bi-annual Private Landlord Newsletter which aims to provide landlords with clear information on their rights and responsibilities, give relevant updates on policy and legislation changes, as well as providing guidance on sources of support and assistance. We have made significant progress reviewing and redesigning our Landlord Registration processes and procedures. Initially this work has focussed on how we approach landlords whose registration has expired but work also continues in other areas of the registration process such as application and audit/ enforcement of regulations. Our Private Sector Officers carried out several hundred inspections in support of the Ukrainian Re-settlement Programme, ensuring the properties of those applying to the Programme were of a suitable standard and fit to house those arriving from Ukraine. We await publication of the new Rented Sector Strategy which is expected to provide improved data on the Private Rented Sector. In the interim, we will undertake further analysis using Home Analytics Data, as well as collaborative efforts with the Private Sector Team to improve understanding. We are planning research with NHS Lanarkshire and larger employers within North Lanarkshire to establish gaps and demand for tenures such as Mid- Market Rent, Shared Equity and Low Cost Home Ownership. This will be progressed in partnership with the Growth Team. 8,397 Registered Landlords 12,809 Approved Properties Private landlord forum re- established Page 60 of 221
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19 Local Housing Strategy Annual Progress Report 2022 Strategic Housing Outcome 1: We increase the supply of high-quality sustainable homes across tenures Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2021/22 Indicator 2021/22 KEY ACTION 1.1 Deliver alternative tenure housing to meet a broad range of needs and deliver sustainable, inclusive and diverse communities 38 mid-market homes delivered to date Enable RSLs to deliver Mid Market Homes in large council developments to provide more mixed tenure, sustainable and diverse communities and support town visions and regeneration projects 3 Deliver Mid Market Homes NS Ongoing Number of MMR homes in council developments Ongoing 25 MMR homes included in 2023/24-2027/28 SHIP. - Initial feasibility report Re-visit initial feasbility studies to determine viability of council delivery of MMR Re-freshed feasibility study BDS/NS 2023 Report Complete Refreshed feasibility study and financial modelling complete. Council delivery of MMR remains financially unviable despite new subsidy from Scottish Government for council delivery of MMR. - Establish a Housing Delivery Partnership to deliver MMR and other alternative tenure to ensure readiness should market conditions allow for council delivery of alternative tenure Establish HDP NS/BDS 2022 HDP established Ongoing Exploration of Housing Delivery Partnership ongoing. Council delivery of MMR remains financially unviable but scope exists potentially through the Town Centre Project and Levelling Up Agenda to deliver mixed tenure within Town Centre locations. Initial feasibility report Explore use of Affordable Housing Policy to deliver shared equity housing Complete options report BDS/NS 2022 Report Complete The Affordable Housing Policy Supplementary Planning Guidance is currently under review following adoption of North Lanarkshire’s Local Development Plan in 2022. The revised Affordable Housing Policy SPG contains provision for Shared Equity housing as a delivery option. A separate options report on the delivery of Shared Equity housing is also complete. Initial discussions held Explore Build to Rent feasibility Build to Rent explored NS/BDS Ongoing Report Ongoing Initial discussions held with developers. - Carry out engagement and analysis with key workers and employers to identify further the future housing needs of key workers Engagement and Analysis complete BDS 2023 Engagement and Analysis Report Not yet started Not yet started. Engagement to be carried out early 2023. - Develop a self-build register to be published on the council’s website Self-build register developed and published BDS/Pl 2022 Register Ongoing Initial discussions held. - Consider ways in which planning policy and use of public land can support delivery of self-build Methods considered BDS/Pl 2022 Report Ongoing Ongoing KEY ACTION 1.2 Improve our strategic understanding of Covid-19 on housing need and aspirations - Undertake further analysis of housing needs and aspirations as further evidence and data emerges Analysis complete BDS Ongoing Analysis report Complete Research complete on impact of Covid-19 on housing needs and aspirations. 3 This milestone has been revised to ‘enable RSLs to deliver Mid Market Rent Homes to provide more mixed tenure, sustainable and diverse communities and support town visions and regenerations projects’. Page 61 of 221
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20 Local Housing Strategy Annual Progress Report 2022 Strategic Housing Outcome 1: We increase the supply of high-quality sustainable homes across tenures Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2021/22 Indicator 2021/22 KEY ACTION 1.3 Contribute to the strategic planning for housing in Glasgow and Clyde Valley HNDA2 Contribute to Housing Need and Demand Assessment 3 Completion of HNA3 BDS 2021/22 HNDA3 Ongoing HNDA 3 sign-off in process and anticipated submission to CHMA prior to year end for assessment for 'robust and credible' status. Thereafter further discussion required on Housing Supply Targets, and refresh of the current LHS. Anticipated Spring 2023. HLR 2021 (under consultation) Land available for private sector Housing Supply Target (HST) 759 units per annum (based on HNDA2 to be updated to reflect HNDA3) Pl 2026 HLA Ongoing 857 units per annum (based on HNDA2 to be updated to reflect HNDA3) HLR 2021 (under consultation) Land available for social rented/below market rent sector HST 300 units per annum (based on HNDA2 to be updated to reflect HNDA3) Pl 2026 HLA Ongoing 242 units per annum (based on HNDA2 to be updated to reflect HNDA3) HLR 2021 (under consultation) Land available for all tenure HST 1,059 units (based on HNDA2 to be updated to reflect HNDA3) Pl 2026 HLA Ongoing 1,099 units (based on HNDA2 to be updated to reflect HNDA3) KEY ACTION 1.4 Maximise provision of affordable homes, to meet a range of housing needs SHIP 2021/22 – 2025/26 Review and update the Strategic Housing Investment Plan (SHIP) annually SHIP updated annually NS/BDS Annually SHIP Complete Produced annually. SHIP 2022/23- 2026/27 submitted to Scottish Government October 2022. 2024 council and RSL units delivered since 2010 Deliver Affordable Housing Supply Target identified in HNDA3 300 units per annum but subject to change following progression of HNDA3 NS 2026 Number of affordable homes Ongoing 2,796 council and RSL units delivered since 2010. 389 units delivered in 2021/22 (NLC = 137; RSLs = 252). - Identify mismatch of supply and demand in social rented housing to inform investment priorities (linked to the council’s asset management plan) Analysis undertaken BDS 2026 Low demand analysis and additional reports Ongoing Housing Asset Management Database and Indicator System created, which captures a range of information on various aspects to help better inform demand and investment decisions. Work currently underway in relation to testing assumptions before weightings implemented and initial conclusions drawn. KEY ACTION 1.5 Evaluate the impact of the Affordable Housing Policy to further understand impact - Undertake evaluation of the Affordable Housing Policy Evaluation complete BDS/NS 2023 Evaluation report Ongoing Affordable Housing Policy SPG underway which outlines a 20% AHP policy contribution in the Cumbernauld HSMA in line with the new Local Development Plan for North Lanarkshire. Some initial analysis undertaken on pressure analysis in the North to further understand impact of AHP on pressure. Page 62 of 221
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21 Local Housing Strategy Annual Progress Report 2022 Strategic Housing Outcome 2: Our communities are vibrant, attractive and sustainable Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2021/22 Indicator 2021/22 KEY ACTION 2.1 Help re-shape and populate our town centres Town visions developed and engagement ongoing Identify and deliver transformative town centre projects to provide new residential provision • Kildonan St, Coatbridge • Bank St, Airdrie • Motherwell Town Hall • Former Tesco Site, Wishaw • Broomknoll St, Airdrie • John Orrs Building, Southbridge St, Airdrie Complete projects NS 2026 Number of projects complete Ongoing The Whitehouse and Bromknoll Church complete. Former Tesco site due for handover Jan/ Feb 2023. Orrs in progress. Bank Street: Due to the high costs of retaining the façade, and its close proximity to the railway line leading to construction complexities, it was decided at Board level to redesign the proposals and seek permission from planning and Historic Environment Scotland to remove the façade in favour of a complete new build design. This is a more favourable design in terms of buildability, functionality as well as being more economical. A new planning application is being developed with submission expected in Spring 2023. The proposals consist of 6 flatted homes for social rent as well as supported accommodation. Kildonan Street: Stage 2 designs were valued higher than the expected value approved at the committee in March 2020. Costs have increased largely due to inflation, but also due to the revised energy strategy required to meet the higher building regulations for housing. In order to reduce the total costs towards the agreed value of the project, and to deliver on the main objective to refurbish and re-purpose the municipal building, it was decided at Board Level to omit the 6 town houses. The footprint of the town houses is instead planned to be a mixture of car parking and a landscaped community garden (including planters) for the residents to maintain. The current plans include 43 flats for social rent and a large office space in the main building to be utilised by the Council as part of its new HUB strategy for Coatbridge. Planning submission is expected in 2023. 2 sites complete. Engagement on town hubs commenced Develop town centre and community hubs to support the delivery of public services and provide flexible space Complete hubs GT 2026 Number of town centre hubs Ongoing Community Hub progress: Newmains/St Brigid's Community Hub, Wishaw will be compete Q1 2023. Chryston Community Hub (Northern Corridor) and Riverbank Community Hub (Coatbridge) will be complete Q3 2023. Town Hub Progress: There is insufficient funding in current five year capital plan to progress a town hub. However, they are still planned to progress within the programme as and when funding becomes available. 3 sites in construction. Page 63 of 221
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22 Local Housing Strategy Annual Progress Report 2022 Strategic Housing Outcome 2: Our communities are vibrant, attractive and sustainable Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2021/22 Indicator 2021/22 KEY ACTION 2.2 Improve connectivity of our communities through investing in physical, social and digital infrastructure Progress made on Ravenscraig Access Road Deliver the City Deal Programme Projects complete GT 2026 Projects Ongoing RIA S FBC 1 approved for West Coast Mainline Crossing. WCML works on site and ahead of programme. RIA N Multidisciplinary Services contract Awarded and detailed design in well underway. Tender for RIA S FBC 2 Dual Carriageway and new junction (roundabout) in development. WCML complete May 23. Connecting NL – a Blueprint Project Deliver new opportunities for active and sustainable travel New opportunities identified GT 2026 Active Travel Strategy Ongoing Logans Road: complete The Loaning Stages 1-3: complete Strathclyde Park: complete Minch Way: complete A71 Horsley Brae: complete Newhouse to Salsburgh: substantially complete South Biggar Rd/ Craigneuk Ave: substantially complete Petersburn Road/ Brownsburn Rd: design 90% complete Meadowhead Road: public consultation complete Alexander St: works tendered 8 projects completed. Implement fast, affordable digital connectivity for businesses and communities Improved digital connectivity BS 2026 Number of people digitally connected Ongoing Comms World partner now in place to progress implementation of faster digital connectivity. Fibre to the Premise and Cat5e ethernet cabling provided in council new build homes Continue to deliver digital connectivity within new build council homes All council new build homes delivered will have digital infrastructure NS Ongoing Number of new council homes with digital infrastructure On Track Ongoing 137 council new builds delivered with digital infrastructure. KEY ACTION 2.3 Improve economic opportunities and outcomes for all Economic Regeneration Plan approved Progress actions contained within North Lanarkshire’s Economic Regeneration Plan (2019-23) Actions complete NS/ GT/ BDS 2023 Annual review Ongoing 2021/22 Action Plan developed and predominantly delivered (reported to committee August 2022). 2022/23 Action Plan in progress. KEY ACTION 2.4 Develop and deliver the Tower Re-provisioning Programme 3 tower blocks demolished (Cheviot, Merrick and Pentland Court) Deliver Phase One comprising 1,760 demolitions with sites cleared for future investment 1,760 demolitions HP/NS 2026 Number of demolitions On Track Demolition of Coursington, Allan and Draffen Towers (Motherwell) and Shawhead flats (Coatbridge) in progress. Remaining sites at Gowkthrapple and Coatbridge on track for demolition by 2025 target. 209 demolished to date. Phase Two developed for implementation from 2025 Programme developed HP/NS 2024 Programme Ongoing Options for Phase 2 are currently being considered using findings from the structural survey, demand analysis and the availability of housing for re-provisioning. Page 64 of 221
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23 Local Housing Strategy Annual Progress Report 2022 Strategic Housing Outcome 2: Our communities are vibrant, attractive and sustainable Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2021/22 Indicator 2021/22 KEY ACTION 2.5 Invest in council multi- storey towers to ensure continued safety and security of tenants Programme underway Continue to review and implement where appropriate fire stopping and prevention measures and re-cladding in multi- storey towers Works complete HP 2026 Progress reports Ongoing Fire doors and fire stopping works to all towers outwith the Phase 1 demolition programme and 4 towers upgrade project complete. Cladding replacement programme progressing at the 4 Towers in Coatbridge (Blairgrove / Merryston / Glen / Millbrae) and designs team to be agreed for Whifflet / Calder. KEY ACTION 2.6 Implement the Place- Standard Tool across a wider range of settings Place-Standard Tool in use Incorporate use of the Place-Standard Tool in tenant participation settings to identify areas of improvement and improve place Place-Standard Tool in use across tenant participation groups BDS 2023 Tenant Participation reports Ongoing Ongoing Implement use of the Place-Standard Tool in existing and future housing consultation and involvement opportunities i.e. tenants conference, housing forums etc. Place-Standard Tool used across the range of housing consultation activities BDS 2024 Consultation reports Ongoing Ongoing KEY ACTION 2.7 Incorporate the twenty- minute neighbourhood into community development Further implement high-quality 20 minute neighbourhoods in North Lanarkshire focussed on provison of physical, digital and social infrastructure and mapping and review of provision High-quality 20 minute neighbourhoods implemented BDS 2026 Report Ongoing Creation of 20-minute neighbourhoods with good access to physical, digital and social infrastructure continues to be progressed through several ways. This includes the Town Centre Visions, the Active Travel Strategy, the creation of Town and Community Hubs as well as the New Supply Programme, which includes the expansion of the Open Market Purchase Scheme to increase supply whilst addressing important issues such as prevention of homelessness, mixed tenure repairs to improve housing condition, as well as tackling the blight of empty homes in communities. The new Local Development Plan has been adopted in 2022, which also sets out the Placemaking Policies which help create 20 minute neighbourhoods. KEY ACTION 2.8 Increase the number of empty homes brought back into use 197 empty homes purchased since scheme established Continue to deliver the Empty Homes Purchase Scheme 30 per annum NS 2026 Number of empty homes purchased On Track 285 empty homes purchased since scheme established. 41 empty homes purchased in 2021/22 116 empty homes brought back into use via the empty homes officer since 2018-19 Continue to work with owners and partners to bring empty homes back into use 35 per annum PS Ongoing Number of empty homes brought back into use On Track 157 private sector empty homes brought back into use since 2018 41 private sector empty homes back in use in 2021/22 Page 65 of 221
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24 Local Housing Strategy Annual Progress Report 2022 Strategic Housing Outcome 2: Our communities are vibrant, attractive and sustainable Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2021/22 Indicator 2021/22 KEY ACTION 2.9 Tackle low demand within council stock Low Demand Analysis complete 2019/20 Update Low Demand Analysis and action plan annually Complete analysis BDS Ongoing Low demand report Ongoing Pressure analysis completed annually. Action plan to be informed by HAMP Database analysis. Quarterly analysis also completed for the Tower Re-provisioning Programme. Identify options to address low demand stock Options identified BDS Ongoing Options appraisal Ongoing Considered through the Re-provisioning Programme. Strategic Housing Outcome 3: We prevent and resolve homelessness effectively Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2021/22 Indicator 2021/22 KEY ACTION 3.1 Implement the RRTP Homes First model developed Develop and implement Homes First service Homes First Service implemented BDS HS/ H&SC/ 2025 Number of people accessing Homes First service On Track 48 Homes First individuals now being supported - 40 now sustaining tenancies 8 individuals awaiting suitable rehousing Forever Homes project established Carry out evaluation of ‘Forever Homes’ project Evaluation complete HS/BDS 2023 Evaluation report On Track Second feedback survey complete August 2022. Homes First co- production report 2022 complete. Protocols in place Review shared protocols for young care experienced people and domestic abuse Protocols reviewed HS/ BDS/ H&SC 2022 Revised Protocols Complete CEYP protocol reviewed and revised in partnership with Health and Social Care. Domestic Abuse Protocol updated and new Housing Domestic Abuse Policy developed and implemented. 5 homeless young care leavers Number of homeless young care experienced people On Track 1 YP homeless straight form a care setting in 2021/22. Continue to monitor 29% of homeless presentations disputes within household (14.8% non-violent and 14.2%% violent) Number of people homeless due to domestic abuse Ongoing 246 (14.56%) homeless applicants identified an abusive relationship in 2021/22. Continue to monitor - Number of people housing services refer/signpost for domestic abuse support Ongoing 263 people referred for domestic abuse support. 105 homeless people discharged from prison Implement SHORE standards SHORE standards implemented BDS/ HS/ H&SC 2023 Number of homeless people discharge from prison On Track 75 (4.4%) in 2021/22 Continue to monitor Joint protocol and procedure Complete Process developed between PP Team and Operational Housing to support needs of SHORE. No request made to develop protocol as we are working within Shore Standards. Page 66 of 221
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25 Local Housing Strategy Annual Progress Report 2022 Strategic Housing Outcome 3: We prevent and resolve homelessness effectively Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2021/22 Indicator 2021/22 KEY ACTION 3.1 Implement the RRTP - Explore viability of specific services to support women with poor mental health and addictions Services explored BDS/ H&SC 2024 Options report Ongoing Housing is represented on the Violence Against Women Strategic and Operational Partnership Groups, which have a key role in the commissioning of services to meet needs. Family Plus Service established in partnership with Barnardo's Scotland, funded by the ADP, which provides housing support to families and young people affected by domestic abuse, addictions and other trauma. Discussions underway with RSL partners Agree and monitor target lets for RSLs to homeless households Targets agreed and monitoring system in place BDS/ HS/ RSLs 2022 Number of RSL homeless household lets On Track First RSL meeting held August 2022 to encourage increase in % lets. New contacts established for NLC & RSLs. Continue to monitor RRTP developed and being implemented Prevent homelessness from occurring and where it does occur resolve effectively Homelessness prevented, reduced and resolved HS/BDS Ongoing RRTP progress reports On Track Monthly RRTP RAG report in place. Flipped tenancies declined in recent months. 8 tenancies flipped YTD. Report circulated to localities quarterly to increase 2,127 homeless applications Number of homeless applications On Track 1,697 homeless applications 192 assessed as ‘not’ homeless Number of people assessed as ‘not homeless’ On Track 58 assessed as 'Not Homeless' in 2021/22. This was a fall from 71 in 2020/21 and 127 in 2019/20. 197 assessed as ‘intentionally homeless’ Number of people assessed as ‘intentionally homeless’ On Track 44 assessed as 'intentionally homeless' which is a significant fall since 2019/20 but is also reflective of a 21% fall in Hl applications. 120 repeat homeless applications Number of repeat homeless applications On Track 60 repeat homeless cases in 2021/22 which is a fall of 31 from 2020/21 when 90 repeat cases were recorded. KEY ACTION 3.2 Review housing options and prevention activity S11 procedure in place Review S11 process and procedures S11 process and procedures reviewed BDS 2023 Number of S11 notifications Complete Section 11 processes/ procedures reviewed in 2021 as part of RRTP Action Plan. Continue to monitor Development of Housing Options Toolkit underway Deliver the Housing Options Training Toolkit Housing Options Training Toolkit operational BDS 2022 Housing Options Training Toolkit On Track 5 of 6 modules now complete - module 4 50% complete. M1 to 3 already live and being used by 32 authorities and GHA. Number of PAS interviews leading to homeless applications – 65.4% Embed new approaches and good practice for prevention activity Improved practice BDS/ HS 2024 Case Audits Ongoing PAS re-launched 2020-2021 with all staff briefed re proper use of PAS. Monthly Monitoring reports introduced to MCO. Cleansing exercise being completed Nov 2022-Feb 2023. Improved use, better auditing and reporting to be developed. Action Plan underway 2022. Page 67 of 221
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26 Local Housing Strategy Annual Progress Report 2022 Strategic Housing Outcome 3: We prevent and resolve homelessness effectively Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2021/22 Indicator 2021/22 KEY ACTION 3.3 Improve housing support and accommodation services meet the needs of homeless households Housing support services commissioned Re-design of housing support services to meet needs and align with RRTP Re-design and re-tender housing support services BDS 2024 Options appraisal and Tender On Track Re-design of Housing Support Services to commence during 2023. 83.9% of new tenancies sustained for more than a year by source of let (homelessness) % of new tenancies sustained for more than a year by source of let (homelessness) Ongoing 2021/22 outturn was 87.61% of tenancies sustained. This is a 3.71% improvement on the 2019 baseline. Continue to monitor 87.3% of new tenancies sustained for more than a year by source of let (all waiting lists combined) % of new tenancies sustained for more than a year by source of let (all waiting lists combined) Ongoing 2021/22 outturn was 90.92% of tenancies sustained. This is a 3.62% improvement on the 2019 baseline. Continue to monitor Review commenced Carry out temporary accommodation review Review complete BDS 2023 Temporary accommodation strategy Ongoing Initial modelling work on Temporary Accommodation Strategy carried out but impacted by Covid-19 in relation to reduced allocations and increased void times. Modelling work to resume in 2023 to identify recommendations for temporary accommodation, linked to RRTP. Strategic Housing Outcome 4: There are a range of housing options and supports which promote independence, health and wellbeing Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2021/22 Indicator 2021/22 KEY ACTION 4.1 Increase the supply of affordable wheelchair housing. 43 new build council wheelchair homes built Deliver wheelchair housing on all council new developments where feasible (where not feasible provision should be increased on other sites to achieve minimum target) 10% NS 2026 Number/percentage of council new build homes built to wheelchair liveable standard On Track 61 new build council wheelchair homes built to date. 15 new build council wheelchair homes built in 2021/22 (11% of annual council new builds) 32 new build RSL wheelchair homes built Deliver wheelchair housing on all RSL new build developments where feasible (where not feasible provision should be increased on other sites to achieve minimum target) 5% RSLs 2026 Number/percentage of RSL new build homes built to wheelchair liveable standard Slightly behind 39 new build RSL wheelchair homes built to date. 7 new build RSL wheelchair homes built in 2021/22 (3% of annual RSL new builds) Carry out review/ cost analysis of council new build amenity bungalows to determine scope for increasing standard to full wheelchair liveable standard Review complete NS 2022 Review report Complete Cost comparison complete, estimated £20-25k increase per unit. Page 68 of 221
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27 Local Housing Strategy Annual Progress Report 2022 Strategic Housing Outcome 4: There are a range of housing options and supports which promote independence, health and wellbeing Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2021/22 Indicator 2021/22 KEY ACTION 4.2 Increase the supply of wheelchair housing in the private sector - Engage and work with private developers to increase awareness of the need for wheelchair accessible and liveable housing and encourage development *target to be determined following engagement with developers BDS 2022 Private Developer Consultation Complete Complete Consultation carried out with developers on the delivery of wheelchair homes and potential target approach. 2022 Target agreed Slightly behind Survey planned for tenants and residents in late 2022 to gather further information on needs to supplement existing information on need and demand, in addition to further engagement with developers with a view to implementing a target in 2023. 2022 Mechanisms in place to monitor delivery Complete Mechanisms for monitoring via LHS progress reporting. KEY ACTION 4.3 Increase the supply of adaptable and accessible housing 640 council new build social rented (HfVN) homes (2019); 1,384 RSL social rented (HfVN) homes built (2019) Deliver housing for varying needs through the council and RSL new build programme 5,000 by 2035 NS/ RSLs 2026 Number/percentage of council and RSL homes built to ‘Housing for Varying Needs Standards’ On Track 934 council new build and 1,862 RSL new build meeting HfVN standards to date. 389 homes built to HfVN standards in 2021/22 (NLC = 137; RSLs = 252). 3,463 adaptations completed in 2019/20 Provide equipment and adaptations across tenure Increase H&SC 2026 Number of adaptations and equipment provided Ongoing 3,137 adaptations complete across tenure. Carry out analysis to identify future demand for equipment and adaptations in partnership with health and social care Analysis complete and needs identified BDS/ H&SC 2024 Analysis report Ongoing Data on equipment and adaptations provision reported quarterly. Analysis not yet started, although planned as part of further joint assessment of needs with Health and Social Care. KEY ACTION 4.4 Increase the supply of older people’s housing 2,501 older people homes (NLC and RSL) Deliver amenity housing in council new build developments Increase NS 2026 Number of new council amenity homes built On Track 78 new council homes suitable for older people (amenity & WC) built in 2021/22. 2,501 older people homes (NLC and RSL) Deliver amenity housing in RSL new build developments Increase NS 2026 Number of new RSL amenity homes built On Track Improved monitoring arrangements planned for 2022/23. Initial feasibility exercise underway Explore feasibility of delivering shared equity for older people linked to the Affordable Housing Policy Feasibility exercise complete and recommendations made BDS/ NS 2022 Feasibility and recommendations report Complete Feasibility report complete and Shared Equity Housing provision set out within the Affordable Housing Policy Supplementary Planning Guidance as a delivery option with Cumbernauld HSMA area. Page 69 of 221
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28 Local Housing Strategy Annual Progress Report 2022 Strategic Housing Outcome 4: There are a range of housing options and supports which promote independence, health and wellbeing Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2021/22 Indicator 2021/22 KEY ACTION 4.5 Improve the suitability of existing housing to meet the needs of older people Tender approved Complete the re-modelling/ refurbishment of Dundyvan Gardens linked corridor retirement complex Remodelling complete HP 2022 Progress reports Complete Project complete as at October 2022 and in defects liability stage. Initial options appraisal complete Carry out options appraisal for remaining linked corridor retirement complexes Options appraisal complete BDS/ HP 2024 Options appraisal report Ongoing Initial assessment of linked corridor complexes complete with recommendations identified for investment. Further options appraisal exercise to take place using supplementary indicator information to inform investment decisions and priorities.- Develop investment strategy for linked corridor retirement complexes to improve long-term sustainability Investment strategy complete BDS/ HP 2025 Investment strategy Ongoing - Identify new fire safety and prevention measures for implementation in retirement housing linked to the new Fire Safety Guidance for Specialist Housing Fire prevention and safety measures identified and implemented HP 2026 Fire Safety Recommendation Report and Implementation Progress Updates Ongoing Recommendations have been reviewed and a programme of works is currently being developed - Implement downsizing incentives and support to help older people down-size to more suitable housing Allocation policy revised and downsizing incentive scheme implemented HS 2022 Number of older people assisted to down-size Complete Allocation policy reviewed to increase level of priority to households underoccupying social housing. Incentive payment rolled out in July 2022. Figures not yet available. - Carry out evaluation of impact of re- classification of sheltered housing in meeting needs Evaluation complete BDS 2024 Evaluation report Ongoing Evaluation planned in 2023/2024 to enable sufficient time for the new older people's housing model to embed. - Carry out review of RSL housing support for sheltered housing and very sheltered housing Review complete H&SC 2024 Review report Ongoing Not yet started. Page 70 of 221
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29 Local Housing Strategy Annual Progress Report 2022 Strategic Housing Outcome 4: There are a range of housing options and supports which promote independence, health and wellbeing Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2021/22 Indicator 2021/22 KEY ACTION 4.6 Improve access to specialist housing Development of housing options training toolkit underway Incorporate specific housing options information in relation to specialist provision within the housing options training toolkit Housing Options Training toolkit complete and rolled out to staff BDS 2023 Toolkit modular progress updates Ongoing Housing Options Toolkit has been rolled out to housing staff within NLC. NLC continue to take a proactive lead role in the development of the final component learning pathways and ongoing learning impact assessment and review. Recruitment of Housing Options Toolkit Co-ordinator underway via the Scottish Housing Network and Memorandum of Understanding agreed for SHN to take forward the regular maintenance and updating of the Toolkit going forward. ‘Making Life Easier’ developed with some housing information incorporated Incorporate further housing information in ‘Making Life Easier’ ‘Making Life Easier’ updated BDS 2024 Number of people accessing ‘Making Life Easier’ Ongoing MLE now includes some housing information. This will be reviewed going forward and updated as required. - Increase awareness amongst housing staff of the wider opportunities in MLE for health and wellbeing to encourage wider ‘good conversations’ at service contact points by housing staff around health and wellbeing Awareness increased BDS 2024 Number of people accessing ‘Making Life Easier’ Complete Adapting for Change e-learning module created which includes information on MLE and housing staff encouraged to complete. Pilot of ‘Adapting for Change’ training carried out Progress ‘Adapting for Change’ bespoke North Lanarkshire e-learning module and group training to increase awareness of prevention and early intervention E-learning module developed and rolled out to staff BDS/ H&SC 2024 Number of staff completing training Complete Adapting for Change bespoke North Lanarkshire e-learning module developed and implemented. Group training carried out pre-Covid. KEY ACTION 4.7 Improve the use of technology to help enable independence, inclusion and promote better outcomes Working group established to progress pilot Complete SMART Homes pilot in Kerr Grieve Court to identify potential technology options for older people’s housing Pilot complete BDS 2025 Smart Home Pilot report Ongoing Project was put on hold due to Covid and then was taken forward by Health & Social Care. The showcase tech was later installed into Allershaw Tower. Initial scoping exercise carried out Develop interactive SMART Home standard for council new build homes to ensure digital infrastructure supports telecare, telehealth and digital connectivity requirements for the future Standard developed NS 2026 New build technology report Ongoing Cat 5e cabling installed as standard in all council new build homes which supports a range of technology and telecare to support independence, health and wellbeing. Work ongoing to identify and test technology options as advancements in technology progess. Digital NL underway Engage in the Digital NL developments and Digital Health and Care Strategy Completion of Digital NL BDS 2026 Digital NL Strategy Ongoing Digital work ongoing independently of Health & Social Care. ‘Tech flat’ developed Increase awareness and use of technology by promoting the ‘tech flat’ Increase tech flat viewings BDS/ H&SC 2026 Number of people visiting the ‘tech flat’ Ongoing Tech flat closed for a period of time due to Covid-19 restrictions. Expected that numbers will increase in future years. 90 visitors since LHS was published. Working group established Transition from analogue to digital alarm services across older people’s housing Digital transition complete BDS/ HP 2026 Progress reports Ongoing Programme being developed and expecting to commence in 2022/23. Page 71 of 221
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30 Local Housing Strategy Annual Progress Report 2022 Strategic Housing Outcome 4: There are a range of housing options and supports which promote independence, health and wellbeing Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2021/22 Indicator 2021/22 KEY ACTION 4.8 Enable swifter discharge from hospital and reduce delayed discharge Weekly meetings established Establish and maintain housing representation at weekly discharge meetings to prevent and resolve any housing related delayed discharges Maintain representation and identify solutions HS 2026 Number of delayed discharges Complete Housing representation established at weekly discharge meetings. Resource flats in place across 3 retirement complexes Replace resource flats within retirement complexes with mainstream accommodation to meet a broader range of hospital discharge related needs Replace flats with alternative mainstream accommodation BDS/ HS 2023 Resource flat replacements Ongoing Sourcing of replacement flats underway. Monitoring system in place with H&SC review required Monitor efficacy of resource flats in meeting needs Monitoring system in place BDS/ H&SC 2026 Number of people accessing resource flats Ongoing Robust monitoring systems to be implemented when replacement flats identified. KEY ACTION 4.9 Improve our understanding of the housing and related support needs of ethnic minority groups and others who experience disadvantage and inequality - Implement collation of equality monitoring information across tenants' and residents’ groups and people involved in tenant participation processes Equality monitoring system in place and analysis undertaken BDS 2023 Monitoring report Ongoing Equality monitoring data template created and plans to implement early 2023. Ethnicity, Age and Disability currently gathered Revise the Common Housing Register Form to include collation of other protected characteristics information Common Housing Register Form revised BDS 2023 Common Housing Register Form Ongoing Guidance reviewed and consistent approach to questions agreed with Corporate equalities rep. IT project required to enable storing and reporting of the protected characteristics. Online form is currently in development, changes will be requested to incorporate the requirements. Corporate Equalities Group established Participate in the council’s Corporate Equalities Group Continuous participation BDS 2026 Meetings held Ongoing Housing represented on Council Equalities Structures as required. Housing Co- production Group established since 2010 Continue the Housing Co-production Group and explore expansion of the group to incorporate more members from under- represented groups Continue and expand the Housing Co- production group BDS 2026 Housing Co- production Group meetings Ongoing Covid-19 has had a significant impact on participation of the Housing Co-production Group, with membership declining. Further work planned to increase awareness of the group, opportunities and increase membership. LGBT module developed Ensure housing staff complete LGBT training module to improve awareness of barriers and improve housing information, advice and support All housing staff complete training BDS 2024 Number of staff completing training Ongoing 47 staff completed training as of 19th October 2022. Pilots underway across 3 local authority areas Explore negotiated stopping for Gypsy Travellers Negotiated stopping procedure explored and implemented if feasible BDS 2025 Negotiated Pilot report Ongoing Negotiated Stopping pilot ongoing with SG with recommendations planned for Spring 2023. NLC continue to explore negotiated stopping as part of the Corporate Gypsy Traveller Group. Page 72 of 221
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31 Local Housing Strategy Annual Progress Report 2022 Strategic Housing Outcome 4: There are a range of housing options and supports which promote independence, health and wellbeing Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2021/22 Indicator 2021/22 (cont.) KEY ACTION 4.9 Improve our understanding of the housing and related support needs of ethnic minority groups and others who experience disadvantage and inequality Action plan developed Progress the actions contained within the Gypsy Traveller Action Plan to improve outcomes for Gypsy Travellers in North Lanarkshire Completion of actions BDS 2026 Action plan progress reports Ongoing Actions progressed as outlined in the Gypsy Traveller Action Plan with bi-annual updates provided on progress. Violence Against Women Group established Work with the Violence Against Women Group to develop a Violence Against Women Strategy Strategy complete BDS 2024 Meetings held and progress reports Ongoing Violence Against Women Draft Strategy developed. Pending approval. ‘Safe and Together’ training currently provided to H&SC staff Roll out ‘Safe and Together’ training for housing staff Staff trained BDS 2024 Number of staff trained Ongoing Safe and Together Training rolled out to housing staff. 65 staff completed training as of 14 November 2022. DAART e-learning now available on the council’s e-learning platform Roll out Domestic Abuse Awareness Raising Training (online – DAART) to all housing staff Staff trained BDS 2023 Number of staff trained Ongoing 182 staff completed training as of 19 October 2022. Pathway plan developed Review Care Pathways for Care Experienced Young People and for young people with complex needs transitioning from care Pathway reviewed BDS/ H&SC 2024 Review report Partially complete Care pathways for CEYP reviewed and revised CEYP protocol implemented. Further work required on young people transitioning from care with complex needs. Page 73 of 221
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32 Local Housing Strategy Annual Progress Report 2022 Strategic Housing Outcome 5: We will tackle climate change and fuel poverty Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2021/22 Indicator 2021/22 KEY ACTION 5.1 We begin a just transition towards a Net Zero North Lanarkshire Pilots in progress Adopt ‘as standard’ non-gas heating approaches for new council homes Adopt new approach NS 2024/25 Approach and process developed Ongoing Pilot project of 19 homes in Airdrie under construction. Results of pilot will inform. 3.8 (tCO2/year) Average CO2 emissions per home Ongoing Pilot project of 19 homes in Airdrie under construction. Results of pilot will inform. Separate specifications and processes exist Integrate approach to procuring and maintaining renewable energy installations Adopt joint technical specifications for use of Air Source Heat Pumps HP/NS 2021/22 Technical specifications Ongoing Ongoing Establish process for agreeing new technical solutions for alternative heating systems HP/NS 2021/22 Process for technical solutions Ongoing Ongoing - Develop understanding of whole life costs and issues associated with the transition to low and zero carbon heat on the council and its tenants Evaluate impact of Alternative Heating pilots HP/NS 2023/24 Evaluation report Ongoing Pilot project of 19 homes in Airdrie under construction. Results of pilot will inform. - Investigate opportunities for district heat zones Improved understanding to inform strategic approach in LHEES CE 2022/23 Options report Not yet started Discussions ongoing on who is best placed to lead on LHEES, aligning this requirement with remit and available resources. Feasibility Study underway We will work with our GCR partners to carry out a feasibility study to outline a clear route map to successfully deliver the large scale retrofit programme Route map BDS/ HP 2024 Route map Ongoing Feasibility study complete. Housing Portfolio Group considering next steps and actions. - To address skills gaps and meet the demands of the City Region new homes and green energy retrofit programmes we will develop an integrated skills employment programme for housing build and repair programmes in the GCR Skills development programme developed BDS/ NS 2024 Integrated skills employment programme Ongoing Glasgow City Council commissioned a report from Grant Thornton in 2021. Following on from the report GCC have arranged follow up meetings with the GCR authorities to discuss funding and challenges, the last meeting focused on skill shortages for energy efficiency works. Page 74 of 221
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33 Local Housing Strategy Annual Progress Report 2022 Strategic Housing Outcome 5: We will tackle climate change and fuel poverty Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2021/22 Indicator 2021/22 KEY ACTION 5.2 We improve the energy performance of our housing stock 100% compliance All council new builds meet NLC New Build Sustainability Standard (which is currently for Silver Aspects 1&2) 100% compliance with standards subject to annual review NS Annual New build specifications On Track 100% 100% of new builds completed in 2021/22 meet standards (137 homes) - Develop ‘route map’ for EESSH2 compliance Route map developed HP 2021/22 Route map Ongoing Consultant appointed to support the development of route map. 82% of homes in PRS meet EPC D (home analytics data) Enforce private rented sector energy efficiency regulations and engage with private landlords to improve compliance Local Energy Efficiency in the PRS Strategy developed PSH 2021/22 PRS Strategy Ongoing Works on-going to ensure compliance at application stage for landlords who renew, and also for new applications. Evaluation of new processes % of PRS homes meeting EPC D On Track Current application process ensures that all new and renewal applications have a suitable EPC for the property(s) within the landlord's portfolio. £14.5 million of EES:ABS funding invested in homes in North Lanarkshire and 1,000 owners assisted Manage Energy Efficient Scotland: Area Based Scheme (EES:ABS) in North Lanarkshire Dependent on annual allocation of funding - £2.78m allocated for 2021/22 HP Annual Number of households assisted Ongoing Uptake for the scheme has been affected by changes in legislation and external funding meaning a percentage contribution from owners is now required to carry out the improvement works. It is anticipated that this will affect uptake for the scheme going forward, unless there is a change in funding parameters. Measures are being taken to encourage owners to participate. Page 75 of 221
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34 Local Housing Strategy Annual Progress Report 2022 Strategic Housing Outcome 5: We will tackle climate change and fuel poverty Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2021/22 Indicator 2021/22 KEY ACTION 5.3 We help households out of fuel poverty ASHP installed in 316 existing homes with further 40 new builds planned for ASHP/Solar PV/ Battery Storage – data monitoring agreed for future contracts Evaluate impact of low-carbon heating on tenants’ energy use and costs to ensure ‘just transition’ Evaluate Energy Use, Effectiveness and Tenant Satisfaction HP/NS 2024/25 Evaluation report Ongoing Pilot project of 19 homes in Airdrie under construction. Results of pilot will inform. 23% Improve energy efficiency and fuel poverty advice Develop strategic partnership with Home Energy Scotland BDS 2021/22 % of households in fuel poverty Ongoing Energy advice training being arranged with HES for all housing staff. Funding secured to deliver an Energy Advice Service in North Lanarkshire for implementation in 2023. 20% 9% % of households in extreme fuel poverty 7% £620 Median (adjusted) fuel poverty gap £520 Limited understanding based on national data sets Improve understanding of the extent, nature and location of fuel poverty to enable better identification of fuel poor households and target resources effectively Develop measures to better identify fuel poor households, enabling better targeting of resources BDS 2022/23 Fuel poverty measures Ongoing Liaising with HES and Fuel Poverty Sub-Group Page 76 of 221
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35 Local Housing Strategy Annual Progress Report 2022 Strategic Housing Outcome 6: Our homes will be fit for the future Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2021/22 Indicator 2021/22 KEY ACTION 6.1 Ensure social rented housing continues to meet regulatory standards - Deliver priority actions set out in Housing Asset Management Plan Actions progressed BDS 2025/26 with annual review Housing Asset Management Plan Annual Review Ongoing HAMP Annual Review approved in August 2022 and ongoing monitoring of actions. - Develop route map to compliance for NLC housing stock Route map developed and implemented HP 2021/22 Route Map Complete Consultant report on achieving NET Zero provided 2021. Financial implications for the stock presented to senior management team. New EESSH report commissioned. 89% SHQS compliance SHQS compliance Ongoing Compliance routes in place. Impact of changes to SHQS for electrical compliance/smoke alarms evaluated for 2021/22. 70% 90% EESSH compliance EESSH compliance Ongoing see above 99.2% 3.4% EESSH2 compliance EESSH2 compliance Ongoing see above KEY ACTION 6.2 Improve stock condition in mixed tenure and other priority blocks and estates - Develop new owner engagement strategy for mixed tenure estates Strategy developed and implemented HP/PSH 2022 Engagement Strategy No longer applicable No longer applicable. Engagement underway Complete CPOs at Millcroft and enable transformation by Sanctuary (subject to committee approval) CPOs complete and demolition undertaken NS Ongoing Number of CPOs Ongoing CPO scheduled to be submitted in early 2023. Development now being delivered by New Supply. Committee approval in Nov 2021 for delivery of new homes by NLC, rather than Sanctuary. - Pilot new approach to identifying and responding to priorities, using landlord registration powers to improve house condition Pilot complete PSH 2021/23 Pilot report Not yet started Not yet commenced, further information being gathered on if a condition survey is feasible within current resources. - Explore development of a factoring support system to assist owner occupiers who fail to secure a factor Development of factoring support system explored PSH 2024 Factoring support system Not yet started Not yet started. - Develop a new BTS statement BTS statement PSH 2026 BTS Statement Not yet started Not yet started. - Explore the use of ‘missing shares’ powers to assist owners to participate in works Missing shares powers explored PSH 2024 Missing shares powers report Not yet started Not yet started. - Explore the feasibility of carrying out a house condition survey to gather better data in relation to scale and extent of disrepair in the private sector Feasibility exercise complete BDS/ PSH 2026 Feasibility Report Not yet started Not yet started. Page 77 of 221
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36 Local Housing Strategy Annual Progress Report 2022 Strategic Housing Outcome 6: Our homes will be fit for the future Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2021/22 Indicator 2021/22 KEY ACTION 6.3 Ensure owners are engaged and informed about repair and maintenance issues New Scheme of Assistance being developed Develop new Scheme of Assistance Scheme of Assistance adopted PSH 2022/23 Scheme of Assistance Complete A new Scheme of Assistance was not required. Following additional funding for mixed tenure grants, Scheme was reviewed and published. 28% homes in urgent disrepair Number of homes in urgent disrepair Ongoing 29% 48% homes in critical disrepair Number of homes in critical disrepair Ongoing 52% 8% of homes in extensive disrepair Number of homes in extensive disrepair Ongoing 8% 67% of homes in any disrepair Number of homes in any disrepair Ongoing 72% Strategic Housing Outcome 7: We improve the quality and accessibility of the private rented sector Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2021/22 Indicator 2021/22 KEY ACTION 7.1 Develop and deliver new PRS access scheme - PRS access scheme developed Scheme developed and approved BDS 2022 PRS scheme Ongoing Options paper developed which requires further discussion prior to implementation of pilot. 41 (2020) Scheme implemented and enabling better access to the PRS 20 new tenancies each year BDS Ongoing from 2022 Number of homeless (or potentially homeless) households rehoused in the private rented sector Ongoing As above. 16 KEY ACTION 7.2 Improve private sector housing advice - Develop and deliver e-learning training module on the PRS and ensure completion by all housing staff that deliver housing options advice Training developed and staff trained BDS 2023 Number of staff trained Ongoing E-learning module created and in draft form. Testing planned prior to launch. - Establish local PRS champions to encourage wider improved PRS advice amongst locality housing teams At least one ‘PRS champion’ in each local housing office BDS 2023 Number of PRS champions Not yet started To be progressed in 2023 in tandem with the launch of the new e-learning module. - Develop improved information for locality housing teams on the PRS in North Lanarkshire and at a locality level as part of the housing options guide PRS information developed and updated regularly for locality housing teams BDS 2023 Localised information produced and updated on a regular basis Ongoing Locality information provided in the e-learning module. This will be supplemented by area profile information in a revised user friendly format in 2023. Page 78 of 221
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37 Local Housing Strategy Annual Progress Report 2022 Strategic Housing Outcome 7: We improve the quality and accessibility of the private rented sector Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2021/22 Indicator 2021/22 KEY ACTION 7.3 Develop and deliver new PRS access scheme 14,832 Improve registration compliance through targeting unregistered landlords and landlords whose registration has expired to ensure they register Improved registration compliance PSH Ongoing Number of private landlords registered Complete A full review of the expired processes for NLC has been completed and new procedures have been implemented. 8,397 registered landlords. - Strengthen partnerships with Police Scotland and Fire and Rescue to identify criminal activity and to take multi agency action through the locality community planning structures Improved processes for ensuring private landlords are ‘fit and proper’ PSH Ongoing Attendance at local community groups Complete Review of panel has been completed. Further, longer- term work is ongoing in this area to strengthen and fully review fit and proper and audit processes to strengthen compliance. Full in depth review of current processes scheduled to commence in early 2023. - Work in partnership with Landlord Accreditation Scotland to deliver training for private landlords and letting agents in North Lanarkshire Training delivered PSH Ongoing Number trained Ongoing Landlord Accreditation Scotland training is being delivered and is ongoing. 143 landlords and agents trained since publication of LHS. - Review the current information provision for private landlords on the council website and develop enhanced and improved information which clearly outlines private landlords’ responsibilities and rights Information reviewed and improved PSH/ BDS 2023 - Ongoing Updates are carried out to existing published information with further mailshots available via landlord registration system where required. - Re-establish the bi-annual private landlord forum Private landlord forum held biannually PSH/ BDS 2022 Number of private landlord forums and number of people attending Ongoing Private landlord form re-established with first meeting held in September 2022. 33 people attended forum. - Establish a process to regularly communicate with landlords through the landlord registration team on legislative or other policy changes of relevance Process established PSH 2022 Number of communications Ongoing Process is in place to communicate with landlords via SMS and email using the registration service. - Develop and issue a bi-annual private landlord e-newsletter Newsletter issued BDS/ PSH 2023 Number of newsletters issued Ongoing First newsletter in development October 2022. - Strengthen our outreach and engagement with private landlords using online platforms Improved outreach and engagement PSH Ongoing Number of social media and other online communications issued Ongoing Newsletter published on website. 33 landlords attending forum. - Carry out regular surveys of private landlords to understand challenges and potential solutions to improve management and quality standards in the PRS Surveys carried out BDS Ongoing Number of online surveys and survey reponses Ongoing Survey carried out as part of the LHS development process which sought to understand the challenges and potential solutions to improve management and quality standards in the PRS. Further survey planned in partnership with the Private Sector Housing Team and as part of the agenda for the Private Landlord Forum. 499 responses to survey. Page 79 of 221
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38 Local Housing Strategy Annual Progress Report 2022 Strategic Housing Outcome 7: We improve the quality and accessibility of the private rented sector Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2021/22 Indicator 2021/22 KEY ACTION 7.3 Develop and deliver new PRS access scheme - Improve our understanding and intelligence of the PRS to identify issues and target resources effectively e.g. identifying properties most in need of energy efficiency measures Improved intelligence on PRS BDS Ongoing Improved data on the PRS Ongoing Improved data on PRS expected as part of the new Rented Sector Strategy when published. In the interim further analysis of Home Analytics Data required, as well as collaborative efforts with the Private Sector Team to improve understanding. - Scope potential gains from ‘direct interventions’ in substandard PRS properties, such as purchase and improvement in certain circumstances Scoping exercise complete BDS 2023 Scoping report Ongoing Open Market Purchase Scheme recently expanded, which includes purchase from a private landlord in certain circumstances. - Develop an engagement strategy for improving energy efficiency regulations in the PRS which will include a communications and involvement strategy and enforcement approach Engagement strategy developed BDS/ PSH 2022 Engagement strategy Not yet started Not yet started. KEY ACTION 7.4 Improve access to the PRS - Work with private landlords to improve access to the PRS for people who are homeless and prevent PRS households from becoming homeless Improved outcomes for homeless households in the PRS BDS Ongoing Number of people homeless from PRS and number of homeless people rehoused in PRS Ongoing Range of actions progressed via RRTP. 214 homeless applicants from the private the rented sector. - Establish a private landlord working group to identify ways in which the PRS could better contribute to meeting housing needs in North Lanarkshire Private landlord working group established BDS/ H&SC 2023 Number of meetings Ongoing Reps invited to join group at Landlord Forum Event. Minimal response received so will need to be followed up. - Work with partner RSLs developing Private Lettings Services in North Lanarkshire to meet housing need better, exploring opportunities linked to RRTP RSL PSL service linked to RRTP BDS 2023 Number of homeless people rehoused in the private rented sector Ongoing Clyde Valley Housing Association have recently established a private lettings company. Discussions ongoing as the new private lettings company becomes further established. 16 homeless applicants have been rehoused in the private rented sector. - Review the rent deposit guarantee scheme to increase uptake Rent deposit scheme reviewed BDS 2023 Number of people accessing the rent deposit scheme Ongoing Review of scheme is currently underway KEY ACTION 7.5 Improve involvement of tenants in the PRS to improve our understanding of issues and help shape policy - Establish a PRS tenant panel as part of the tenant participation activities to identify issues, develop potential solutions and shape policy to improve the PRS Panel established BDS 2023 Number of meetings Ongoing Reps invited to join group at Landlord Forum Event. Minimal response received so will need to be followed up. Page 80 of 221
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39 Local Housing Strategy Annual Progress Report 2022 Strategic Housing Outcome 7: We improve the quality and accessibility of the private rented sector Action Baseline 2019/20 Milestone Target Lead Timescale Indicators Status Progress 2021/22 Indicator 2021/22 KEY ACTION 7.6 Improve advice and information to PRS tenants - Review and improve the information available for PRS tenants by working with the PRS tenant panel to identify gaps and scope for improvement Information reviewed and improved BDS 2024 PRS tenant information Ongoing Not yet started. - Develop a communications strategy which involves greater use of social media and online platforms to increase awareness of tenants rights, responsibilities and housing options Communications strategy developed BDS/ PSH 2024 Communication strategy Ongoing Not yet started. KEY ACTION 7.7 Support Build to Rent and Mid- Market Rent to deliver high-quality homes in the PRS - Work with employers to gather information on the housing needs of key workers Information gathered BDS Ongoing Information on housing need Ongoing Research on housing need planned with NHS Lanarkshire and larger employers within NL to established gaps and demand for tenures such as MMR, Shared Equity and LCHO. Research being scoped in partnership with the Growth Team. - Engage with the Build to Rent sector Engagement with the Build to Rent sector BDS/ NS Ongoing Number of Build to Rent homes delivered Ongoing Discussions with developers ongoing. - - Deliver Mid-Market Rent Homes with RSL partners Deliver Mid-Market Rent homes BDS/ NS Ongoing Number of Mid- Market Rent homes delivered Ongoing 25 MMR homes included in 2023/24-2027/28 SHIP. - KEY ACTION 7.8 Develop a longer- term strategic approach to improving the PRS - Develop and implement PRS strategy, following publication of the new national Rented Sector Strategy, to outline issues and solutions in a more detailed longer-term plan for North Lanarkshire PRS Strategy developed and implemented BDS/ PSH 2024 PRS Strategy Not yet started Not yet started - awaiting publication of the final Rented Sector Strategy. Page 81 of 221
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This document can be made available in a range of languages and formats, including large print, braille, audio, electronic and accessible formats. To make a request, please contact Corporate Communications at: corporatecommunications@northlan.gov.uk ’S urrainn dhuinn an sgrìobhaidh seo a chur ann an diofar chànanan agus chruthan, a’ gabhail a-steach clò mòr, braille, cruth claisneachd agus cruthan dealanach agus ruigsinneach. Gus iarrtas a dhèanamh, cuir fios gu Conaltradh Corporra aig: corporatecommunications@northlan.gov.uk Niniejszy dokument można otrzymać w wielu różnych językach i formatach, w tym również dużym drukiem, alfabetem Braille’a, w wersji dźwiękowej, elektronicznej i w innych dostępnych formatach. Prośby należy składać na ręce zespołu ds. komunikacji drogą elektroniczną na adres: corporatecommunications@northlan.gov.uk 此文件可以多种不同语言和格式提供，包括大字体、点字、音频、电子和易读格式。 如想提出请求，请联系企业传讯部：corporatecommunications@northlan.gov.uk ۔ ہے سکتا جا ایکیا ہمار فر � یمیں ںتورصو ئیسار بل�قا روا فر�ار ٹ یلیکٹرا ،وی�ڈآ ، ی�ربل� ،فوحر ےرٹبل� لبشمو ںتورصو روا ںنوابل�ز مختلف کو رفری�وستاد سا corporatecommunications@northlan.gov.uk : ی ئیں �مار فر � بطہار پر سا سے رفر�فر�ش�ی�کی�فر�و یکمیو ٹ ی�رپورکا یلیے کے تستاخورد مکر ہاربل� CC_2022_00321 Produced by NORTH LANARKSHIRE COUNCIL Enterprise and Communities Housing Strategy Team Business Development and Support Civic Centre Windmillhill Street Motherwell ML1 1AB e. localhousingstrategy@northlan.gov.uk NORTHLANARKSHIRE.GOV.UK Page 82 of 221
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North Lanarkshire Council Report Does this report require to be approved? ☒ Yes ☐ No Ref SL/ GW Date 15/02/23 From Stephen Llewellyn, Chief Officer, Housing Management Email Llewellyns@northlan.gov.uk Telephone 01698 274162 Executive Summary The purpose of this report is to establish a new fund to assist tenants who are falling into rent arrears due to the impact of the cost-of-living crisis. The purpose of this flexible funding is to enable the Council to adapt to the emerging needs of council tenants who are experiencing financial hardship. Recommendations It is recommended that the Housing Committee: (1) Approve the establishment of a Rent Assistance Fund to enable council tenants on low incomes and those on Universal credit and to help sustain tenancies (2) Approve the Universal Credit Assistance Fund (UCAF) to be included under this new fund and the Rent Relief Fund (RRF) to be re-assigned The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (11) Increase economic opportunities for adults by understanding, identifying, and addressing the causes of poverty and deprivation and barriers to financial inclusion 1. Background 1.1 As a result of the impact of Welfare Reform, the Communities and Housing Committee on 20 November 2019 approved the establishment of a £1million Universal Credit Assistance Fund (UCAF), which was funded through unallocated HRA reserves. 1.2 In June 2020, the Council announced the intention to expand the fund to include tenants who had fallen into arrears because their income had been affected by the Covid 19 global pandemic and they were suffering financial hardship. From this, £300,000 (of the £1million) was set aside for the Rent Relief Fund (RRF) to help tenants who had been made redundant, been furloughed, had hours reduced or were self-employed. Housing Committee Rent Assistance Fund AGENDA ITEM 5 Page 83 of 221
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1.3 In 2021 and 2022 direct funding was provided by Scottish Government to assist tenants with the impact of the cost-of-living crisis and impact of Covid. This funding was administered by officers in Housing Solutions. To date, the following financial assistance has been awarded to council tenants over the past 2 years: • £3,088,579 UCAF awarded to 7944 tenants • £787,727 RRF awarded to 1970 tenants • £405,495 funding from Scottish Government as part of the Tenant Hardship Fund was awarded to 335 tenants • £363,000 LACER funding from Scottish Government awarded to 384 tenants 1.4 As Committee will be aware, we are now experiencing a severe cost of living crisis. The impact of the Covid 19 pandemic, the war in the Ukraine and the disruptions to the global supply chains have all contributed to a rising rate of inflation which means day to day costs have escalated. According to the ONS (Office of National Statistics) the most recent rate of inflation was recorded in September 2022 at 10.1% meaning that the cost of everyday essentials is around 10.1% higher than in September 2021. The increasing day to day living costs, particularly around the cost of fuel, mean more tenants are now facing financial poverty for the first time and the hardship for those already in poverty is being exacerbated. A recent Committee report about tackling financial insecurity recognised that: Households worried about the adequacy of their budget may cut back or go without fuel, food or other essentials which can contribute to and exacerbate poor physical and mental health. 2 Report 2.1 While administering the above funds mentioned at 1.3, the Council as a housing landlord, recognised that there are tenants who do not qualify for any other financial assistance available from either the UK or Scottish Government other than the £400 energy bill discount. These tenants are on a low income but are over the threshold to be eligible for any other cost of living financial assistance and are experiencing financial hardship for the first time. They are struggling to meet the cost-of-living increases as well as maintaining rent payments. 2.2 Latest performance figures show that 10,116 tenants are currently experiencing rent arrears and just over 70% (7135) are in receipt of Universal Credit. The impact of Universal Credit on mainstream tenancies has resulted in an increase in rent arrears overall for tenants in receipt of Universal Credit. The average rent arrears for a tenant on Universal Credit (UC) has risen from £499 in 2014/15 to £544 for 2022/23, with this year’s figure continuing to follow the same trend. 2.3 The UCAF will remain in its current form however will be part of the overall new Rent Assistance Fund to be created. The criteria for this will not change and this fund will continue to be administered in the same way. 2.4 However, to assist tenants with no benefit entitlement and who are experiencing rent arrears and financial hardship it is proposed that a new Fund is established within the Rent Assistance Fund. This initiative will seek to ensure tenancies are not put at any more risk due to the cost-of-living crisis and tenancy sustainment levels continue to improve or at the very least, are maintained. Page 84 of 221
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The criteria for this fund will be: • Open to North Lanarkshire Council tenants only • On a low income but ineligible for any other cost of living awards provided by Scottish or UK Government such as Tenant Grant Fund or LACER Funding This approach will address the impact faced by low income families as wage growth in the last year has not been sufficient to keep pace with inflation meaning incomes are reducing in real terms. 2.5 Of the original £1million awarded to the UCAF and RRF, significant funding remains available. There are two main reasons for this. Firstly, there is a requirement for these funds to be repaid, and although no formal action regarding repayment has been carried out, some tenants are repaying or when the tenancy ends, the money is removed and repaid into the fund. Secondly, the demand for the RRF has reduced significantly since the end of the pandemic. There is £852,000 available between these funds and it is proposed that this money is moved into the new Rent Assistance Fund. 2.6 All payments of the fund will be authorised by a Housing Service Manager to ensure financial transparency and consistency and the Housing Solutions Manager will have overall responsibility for the administration of the fund. 3 Measure of Success 3.1 Success will be measured by a reduction of rent arrears experienced by tenants who are claiming Universal Credit as well as those with no benefit entitlement and will seek to sustain tenancies during this cost-of-living crisis. 4 Supporting documents 4.1 No appendices Stephen Llewellyn Chief Officer, Housing Management Page 85 of 221
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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 cost of establishing this fund will be met from the existing UCAF and RR funds. The service will introduce measures to monitor utilisation of the resource within funding available which will be incorporated into future budget monitoring reports. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts 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 Page 86 of 221
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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? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? The impact of rent arrears due to either Universal Credit or the cost of living crisis has been assessed as a key risk at corporate and service level. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 87 of 221
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref PH/FD Date 15/02/23 Update on Open Market Purchase Scheme Programme of Work P013(2) From Pamela Humphries, Chief Officer of Place E-mail dicksonf@northlan.gov.uk Telephone Fiona Dickson, Project Development Officer 07581 034 779 1. Background 1.1 The purpose of this report is to provide an update on the progress of the Open Market Purchase Scheme which is an extension of the Empty Homes Purchase Scheme. The Open Market Purchase Scheme is helping to increase the supply of housing to meet housing need as part of the Council’s new supply programme. 1.2 In 2013 the Council established a scheme to purchase empty homes which was particularly targeted at long term empty properties, particularly those that were falling into disrepair or blighting the local communities. Since inception, the Empty Homes Purchase Scheme has brought 317 empty properties back into use at an average cost of £70,938. Executive Summary The purpose of this report is to provide an update on the progress of the Open Market Purchase Scheme (OMPS). The OMPS enables acquisition of private sector properties that are for sale, and predominately are former public sector stock. Recommendations It is recommended that the Committee: 1) Note the contents of the report and the continued success of the Open Market Purchase Scheme in helping increase housing supply and improve stock condition. 2) Note that a further update will be provided to 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 AGENDA ITEM 6 Page 89 of 221
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1.3 In addition to the Empty Homes Purchase Scheme the Enterprise and Housing Committee approved the development and implementation of an Open Market Purchase Scheme on 15th February 2018 and set a target of acquiring 100 properties per annum. In 2018/19 this target was exceeded, and 130 homes were purchased in total. In 2019/20 this number was also exceeded, and 143 properties were purchased in total, and in 2020/21 106 properties were purchased, despite the challenges posed by the Covid pandemic. An ambitious target of 130 properties was set for 2021/22 however due to the competitive market the final figure purchased for 2021/22 was 75 properties. This was mainly due to the buoyancy of the current housing market where homeowners in this sector were able to sell their homes quickly and were being offered more than the value of the Home Report. 1.4 In November 2021, the Housing & Regeneration Committee approved the expansion of the OMPS which now allows us to acquire homes that would enable common works to progress in priority blocks and allow the only remaining owner occupier to remain in their properties as a social tenant. 1.5 In August 2022, the Housing & Regeneration Committee approved the expansion of the OMPS to now consider buying homes from private landlords and allowing the tenant to remain in the home as a council tenant to help prevent homelessness and increase the council’s housing stock. 2. Report 2.1 The Open Market Purchase Scheme has proved to be very popular with over 2545 enquiries/applications. In addition to enquiries/applications, staff proactively engage with sellers and Estate Agents within all areas of North Lanarkshire. This allows targeted identification of potential properties to acquire where identified demand exists or to support and enable progression of common works in mixed tenure blocks. In 2022/23, 44 properties have been purchased as at 6th January 2023, with a further 31 at conveyancing stage. The locations of the properties purchased are outlined below: 2021/22 2022/23 Area Number of Properties Area Number of Properties Airdrie 25 Airdrie 12 Bellshill 2 Bellshill 1 Coatbridge 9 Coatbridge 7 Cumbernauld 6 Cumbernauld 2 Kilsyth 3 Kilsyth 2 Moodiesburn 1 Moodiesburn 2 Motherwell 16 Motherwell 9 Shotts 3 Shotts 1 Viewpark 4 Viewpark 0 Wishaw 6 Wishaw 8 Total 75 Total 44 Page 90 of 221
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2.2 Apartment size by areas - 2 Apartment - 1 bedroom 3 Apartment - 2 bedroom 4 Apartment - 3 bedroom 5 Apartment - 4 bedroom Airdrie 2021/22 2 14 8 1 2022/23 2 8 2 0 Bellshill 2021/22 0 0 2 0 2022/23 0 1 0 0 Coatbridge 2021/22 1 6 2 0 2022/23 2 4 1 0 Cumbernauld 2021/22 0 2 3 1 2022/23 2 0 0 0 Kilsyth 2021/22 0 0 1 2 2022/23 0 1 1 0 Moodiesburn 2021/22 0 1 0 0 2022/23 0 2 0 0 Motherwell 2021/22 4 7 5 0 2022/23 0 6 3 0 Shotts 2021/22 0 0 0 0 2022/23 0 1 0 0 Viewpark 2021/22 1 1 2 0 2022/23 0 0 0 0 Wishaw 2021/22 0 4 2 0 2022/23 1 6 0 0 2.3 Of the properties purchased in 2022/23, 32 are categorised as having been long term empty properties, and 12 were purchased through the Open Market Purchase Scheme, although in effect the two schemes have now been merged into one. All the properties purchased are former council or Development Corporation properties. 2.4 The number of applicants for the programme have been lower so far this year compared to other years and more in line with 2021/22. At the end of Quarter 3, 43 properties have been purchased, which compares to 52 homes purchased at the end of Quarter 3 in 2021/22. Extrapolating the figure to the end of the year it would seem Page 91 of 221
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likely that this year approximately 60 homes will be purchased. This is directly linked to the heated housing market at present where homeowners in this sector of the market are able to sell their homes quickly in the open market at the moment. 2.5 Recent extensions to the Open Market Purchase Scheme have increased the opportunities for acquiring properties within different sections of the market. As such, promotional activities have been carried out throughout Q2 and Q3 of 2022/23 to increase awareness and appropriately advertise to owners and Landlords. These activities have included but are not limited to, an ongoing social media campaign; 1,043 letters being sent to all the sole private owners in blocks of flats, where all other flats are owned by the council and 1000 leaflets printed for drop off in public areas. A total of 91 applications have been received via these extended routes, with 62 applications at initial approval stages and 2 applications having progressed to the Legal stage. 2.6 There were six owners within the first phase of the re-provisioning programme who required to be bought out, and engagement with these owners has been progressing. Five owners have now sold their properties to the council, and a compulsory purchase order is now being progressed to purchase the home of the remaining owner. In addition, there are five owners in the remaining multi storey flats, all in Motherwell. The Committee previously agreed that the council should seek to purchase these flats and allow owner occupiers to remain as council tenants, should they wish. To date three flats have been purchased and discussions are progressing with the other owners regarding the potential for the council to buy back their flats as soon as possible. 3. Measures of success 3.1 The acquisition of these properties helps the Council meet its Local Housing Strategy objectives to increase housing supply to meet identified need; help bring empty properties back into use, and help improve housing conditions, including energy efficiency. 4. Supporting documentation No appendices Pamela Humphries Chief Officer of Place Page 92 of 221
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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? A budget of £10.55m has been allocated in 2022/23 to fund the purchase and repair of properties through the Empty Homes Purchase Scheme and the Open Market Purchase Scheme which includes an estimated contribution of £1.5m from the Scottish Government. As at 6th January 2023, £3,850,816 has been spent on acquisition and repair, and £3,289,324 has been committed. The average purchase price of the properties acquired in 2022/23 is £79,130 and average repairs cost is £11,621. Agreement has been reached with the Scottish Government to apply a sliding scale for buy back funding, based on property value as follows: • £35k grant per unit, for homes up to an £80k purchase price • £40k grant per unit, for homes with an £80-£90k purchase price • £45k grant per unit, for homes with a £90-£100k purchase price • £50k grant per unit, for homes with a purchase price above £100k Previously, any buy back purchases were eligible for a maximum grant contribution of £30k per unit. The new scale is applicable to any buy back grant claimed from 6 December 2022. Funding to acquire properties from owners in the towers/ Phase 1 re-provisioning will be contained within the overall OMPS budget. Funding for the proposed extension of the Open Market Purchase Scheme will be met from the HRA as part of the budget provision for the New Supply Programme. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? Page 93 of 221
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5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☒ No ☐ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The properties purchased will be brought up to the Scottish Housing Quality Standard, which may improve their thermal efficiency and help reduce carbon emissions. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Page 94 of 221
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The expansion of the OMPS to enable certain tenants of private landlords to become North Lanarkshire Council tenants following the purchase of their may result in increased demand from other landlords who want to be provided with this option. There will therefore be clear criteria set out regarding the eligibility criteria. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 95 of 221
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref PH/TM Date 15/02/23 New Housing Supply Programme – Procurement Report From Pamela Humphries, Chief Officer of Place E-mail mallaghant@northlan.gov.uk Telephone Tony Mallaghan, Housing Development Manager, 07970 016251 Executive Summary The purpose of this report is to update the Committee on current procurement activity relating to the new build housing programme and seek approval to progress procurement arrangements as outlined in the report. Recommendations It is recommended that the Committee: 1) Note the award of a call off contract in line with the Scotland Excel New Build Residential Framework for the construction of new build housing to CCG (Scotland) Limited at Brandon Street, Motherwell up to the revised value of £11.527M, including contingency allowance. 2) Approve the change to the procurement route to mini competition via the Scottish Procurement Alliance (SPA) H2 Framework for the projects at King Street, Wishaw, Graham Street, Wishaw and Laburnum Road, Viewpark, if best value cannot be achieved through the current direct award procurement process. 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 AGENDA ITEM 7 Page 97 of 221
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1. Background 1.1 The Council has an approved programme to deliver 5,000 new homes by 2035. The delivery of such a large scale programme presents a number of challenges, not least of which is the procurement of contractors to build the houses to the required standard, within the timescale required and at a competitive cost. In order to increase the pace of delivery, secure best value and minimise risk to the Council, a range of procurement options have been utilised. 1.2 The Council has also participated in the establishment of a new build framework agreement through Scotland Excel, which has been available for use from August 2019. This framework agreement is for the delivery of new build housing projects for Scottish local authorities, housing associations and other public bodies and includes a number of lots covering different geographical areas and different sized developments. 1.3 The Housing and Regeneration Committee on the 25 November 2020 approved the procurement route for the next phase of the new build programme to commence procurement activity with the Scottish Procurement Alliance (SPA) and Scotland Excel New Build Residential framework to deliver the next phase of new build sites approved by the Committee. As reported at the Housing and Regeneration Committee on the 8 September 2021, due to the current capacity issues in the market we intend to utilise the ability in the SPA and Scotland Excel Frameworks to direct award to available contractors, including to contractors who are not highest ranking. Justification for the identification of a contractor can be made by complying with the direct award criteria listed in the respective frameworks, with a contract award being subject to value for money assessment against the framework rates. A benchmarking appraisal was carried out for each project and is identified in each project’s Sourcing Methodology. 2. Report 2.1 The Housing and Regeneration Committee in November 2021 approved the procurement of a call off contract in line with the Scotland Excel New Build Residential Framework for the construction of new build housing by CCG (Scotland) Ltd at Brandon Street, Motherwell (48 units), up to the value of £9.67M, including contingency allowance. CCG (Scotland) Ltd submitted a revised cost of £11.527M, including contingency allowance. The tender cost obtained is considered to represent best value and the rates have been benchmarked against the appropriate framework rates with an allowance for current market conditions, to allow the contract award to be made. The award of a call off contract has been approved under General Contract Standing orders (section 21.3.2). 2.2 Approval has been obtained from previous Committees for a direct award approach for projects at King Street, Wishaw; Graham Street, Wishaw and Laburnum Road, Viewpark. The feasibility costs obtained are not considered to represent best value and a value engineering exercise is currently underway. However, if it is not possible to agree a final tender price to allow the contract awards to proceed, it is proposed to change the procurement to a mini competition via the Scotland Procurement Alliance (SPA) H2 Framework. Next Steps 2.3 The next batch of sites will be reviewed, and a suitable procurement route will be identified to progress these projects to deliver new build housing to align with the Plan for North Lanarkshire. Page 98 of 221
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Price Savings / Increases 2.4 There are no cashable savings attributed to the contracts outlined within this report. Price Stability 2.5 The pricing mechanism is a Priced Contract with Activity Schedule offering a good level of cost certainty. Community Benefits 2.6 The Council is committed to maximising the delivery of community benefits. The procurement included a community benefit requirement, this approach is designed to deliver local community benefits where possible. The successful tenderer for contracts recommended for award within this report have committed to delivering a range of community benefits and these are detailed in the table below: Brandon Street, Motherwell OUTCOME No of Mandatory Outcomes New Job for an Apprentice from a Priority group 1 New Job for an Individual from a priority group 2 Work Experience Placement (16+ Years of Age) 5 Educational Visits 4 Financial Support for a Community Project 3 Non Financial Support for a Community Project 3 TOTAL 18 Fair Work Practices 2.7 All contractors appointed to the SPA and Scotland Excel frameworks have evidenced Fair Work Practices within their organisations as part of the procurement procedures to be appointed to the respective frameworks and have further demonstrated how they will promote them in the delivery of Council call-off contracts. Contract Strategy 2.8 Officers from New Supply will be responsible for managing contracts which will be undertaken in accordance with the council’s agreed approach to contract and supplier management. Page 99 of 221
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3. Measures of success 3.1 The proposed contract awards detailed within this report will deliver the following outcomes: a) The appointment of Contractors who have the experience and capability to deliver new build social housing; b) The procurement procedure is compliant with the procurement legislation and internal procedures; c) That best value is both demonstrable and achieved; d) That the Contract secures a range of community benefits; e) That the Contract supports payment of the real Living Wage to staff employed in the delivery of the Contract; f) That the Contract performance is proactively managed against a number of Key Performance Indicators. 4. Supporting documentation Appendix 1 Summary of Procurement Procedures Appendix 2 SME Status of all Tenderers Pamela Humphries Chief Officer of Place Page 100 of 221
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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 Council’s new build programme helps reduce inequalities through a number of design specifications including: • Housing for Varying Needs; • Secure by Design; • Achieving the Scottish Government requirements for “Greener Homes” to reduce the incidence of fuel Poverty; and • The inclusion of design standards relating to access to internet capabilities including ‘fibre to the property’. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The funding for all of the projects referred to in this report can be met from the Council’s Housing Revenue Account budget for the New Supply Programme. Grant support is also provided by the Scottish Government. The costs associated with contract delivery will be contained within the New Supply budget. A funding application has been submitted to the Scottish Government Scottish Heat Network Fund to assist with the costs of the Ground Source Heat Pump system at Motherwell YMCA and 303 Brandon Street. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 101 of 221
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5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☒ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The proposed award of contracts detailed within this report will ensure that the impact on the Council’s carbon footprint is mitigated. The specifications incorporated within the contract documentation will: deliver reduced energy need; encourage sustainable construction; promote health and wellbeing; reduce waste and resources through effective storage, collection and composting of waste and recyclable materials and; include measures which will reduce CO2 emissions. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The implementation and delivery of the New Supply programme will be promoted through the New Supply PR plan and via communications with elected members and local stakeholders Page 102 of 221
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5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Risk associated with the New Supply Programme is managed within the New Supply Risk Register process. The risk register has been updated to reflect the impact of the current national issues affecting the costs and availability of materials and labour along with general high inflation on programme timescales and costs as well as how the risk to the council will be mitigated as far as possible. The tender cost increases over the past 12 months are on average 16% to 20% and this trend of tender price increases will extend into 2023 excluding the additional changes to legislation and meeting Scottish Government energy targets. Comparing similar sized projects the tender costs over past 18 months are on average 25% higher. The council will also undertake detailed ground investigation and other relevant site assessments prior to proceeding with the development of any particular site to help mitigate the risk of unforeseen costs relating to ground conditions, although this risk cannot be eliminated entirely. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 103 of 221
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Appendix 1 Summary of Procurement Procedures Construction of New Build Social Housing at Brandon Street, Motherwell Procurement Title Contractor Design and Construction of New Build Social Housing at Brandon Street, Motherwell Estimated contract start date February 2023 – June 2024 Initial Contract Period 15 months Contract Defects Period 12 months Estimated Total Contract value £11,527,045 (£11,027,045 + £500,000) Contract Reference Number NLC- SLP-22-067 Contract Notice Reference Not Applicable Date Contract Notice Published Not Applicable Governing UK Regulation Public Procurement Regulations (Scotland) 2015 Procurement Procedure Direct Award from a 3rd Party Framework Evaluation approach adopted N/A Interest List – number of Contractors that downloaded the procurement documents from the procurement portal N/A Number of selection stage documents received N/A Number of Contractors invited to tender 1 Number of tenders received 1 Number of non-compliant tenders 0 Number of compliant tenders 1 Number of recommended contractors 1 Basis of contract award Quality 40% Price 60% Evaluation team names and job titles of Evaluators and their role in evaluation New Supply Page 104 of 221
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Appendix 2 SME Status of all Tenderers Project Tenderers Name Size of Tendering Organisation (Micro, Small, Medium or Large) Location (Local Authority / Council Area) Brandon Street, Motherwell CCG (Scotland) Ltd Large South Lanarkshire Page 105 of 221
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref TM/KD Date 15/02/23 Future New Build Sites From Pamela Humphries, Chief Officer of Place E-mail divink@northlan.gov.uk Telephone Kevin Divin, Project Development Co-ordinator 07583 089 510 Executive Summary The council has an approved target to deliver 5,000 new affordable rented homes by 2035. To date 970 new build houses have been completed with a further 421 homes under construction. To ensure an adequate supply of sites for the new build programme, potential council owned sites continue to be evaluated for their suitability for inclusion within the programme. The sites outlined within this report have been assessed and are recommended for inclusion within the new-build programme subject to the conclusion of detailed ground investigations, full title checks and appropriate statutory consents. Recommendations It is recommended that the Committee: 1) Approves the inclusion of the proposed sites, as outlined in section 2.1 and Appendix 2 of this report, within the new-build programme. 2) Approves the potential off the shelf purchase of completed homes at Prospecthill Road, Ravenscraig; Torrance Park, Newarthill and Springhill Road, Shotts as outlined in section 2.3 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 AGENDA ITEM 8 Page 107 of 221
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1. Background 1.1 The council has an approved target to deliver 5,000 new homes by 2035, which although predominantly new build homes also includes properties purchased through the council’s Buy Back Schemes. To date, 970 new build homes have been completed, with a further 421 homes under construction. In addition, 606 homes have been purchased through the Buy Back schemes as at 9th January 2023. A summary of progress with the new build programme is attached at Appendix 1 . 2. Report 2.1 To ensure an adequate supply of sites for the new build programme, potential sites continue to be evaluated for their suitability for inclusion within the programme. The sites outlined below have been identified and are recommended for inclusion within the new-build programme subject to the conclusion of detailed ground investigations, full title checks and relevant statutory consents. It is proposed that development be considered at the following sites: • Dalzell Drive, Motherwell (former Taggarts Car Sales, Windmillhill Street) – approximately 24 units (subject to the council concluding purchase of site) • Former Thornlie Church Hall Site, Caledonian Road, Wishaw – approximately 6 units 2.2 The proposed project at the former Thornlie Church Hall Site, Caledonian Road, Wishaw is a priority town centre sites which support delivery of the Town Visions as part of the council’s commitment to town centre regeneration. This project is at an early stage of design development / feasibility. 2.3 It is also proposed to progress the potential ‘off the shelf’ purchase at the following locations: • 23 new homes (4 x 2apt/2p Cottage Flat, 4 x 3apt/4p Cottage Flat, 10 x 3apt/4p Terraced House, 5 x 4apt/6p Terraced House) at Prospecthill Road, Ravenscraig from O’Brien Properties Limited • 6 new homes (6 x 3 bed 5p terraced houses to be purchased as agreed at Finance and Resources Committee on 30 November 2022) – plus potential purchase of up to 8 more homes at Torrance Park, Newarthill from Barratt Homes • Approximately 22 new homes (houses) over several phases at Springhill Road, Shotts from Keepmoat The acquisition price will be subject to future reports to Finance and Resources Committee. 2.4 Site location plans are included for each of these sites within Appendix 2 to this report. 2.5 Consultation with local elected members and North Lanarkshire Federation of Tenants and Residents Associations has been undertaken for both the new build and proposed off the shelf acquisitions and no objections to these sites have been received. Page 108 of 221
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3. Measures of success 3.1 The success of the council’s new supply programme is measured in terms of: • Achievement of target completions of 5,000 completions by 2035. • Delivery of projects within budget. • Quality of housing delivered. 4. Supporting documentation Appendix 1 Summary of New Build programme Appendix 2 Site Locations Pamela Humphries Chief Officer of Place Page 109 of 221
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The new build programme includes measures that will help reduce inequalities of outcome through certain design features including: • Housing for Varying Needs to make homes as accessible as possible; • Secure by Design to make homes and the surrounding environment as safe and secure as possible. • Achieving the Scottish Government requirements for Greener Homes to • reduce the incidence of fuel Poverty. • Facilitating improved access to high speed internet capabilities including installation of ‘fibre to the property’. The above features are also part of the specification requirement for off the shelf properties. 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 cost of constructing or purchasing these homes will be contained within the overall budget for the new build programme within the Housing Revenue Account. There is a grant from the Scottish Government towards the cost of the new homes which is from a minimum of £71,500 per unit 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? Page 110 of 221
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Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☒ No ☒ If Yes, please provide a brief summary of the impact? There are no direct Technology/Digital impacts directly arising from this report. The scope of the new homes includes Cat5e cabling to support home networking and Fibre to the Premises (FTTP) for digital connectivity as part of the ‘future-proofing’ of North Lanarkshire Council’s new housing stock. This is also part of the specification requirement for off the shelf properties. Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? 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 to development, while incorporating renewable technologies where appropriate. The Council’s New Supply Programme will ensure that the impact on the Council’s carbon footprint is mitigated. The specifications incorporated within the contract documentation will: deliver reduced energy need; encourage sustainable construction; promote health and wellbeing; reduce waste and resources through effective storage, collection and composting of waste and recyclable materials and; include measures which will reduce CO2 emissions). For off the shelf purchases all such statutory consents would apply and other considerations are included in the Page 111 of 221
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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 Enterprise & Communities Resources Risk Register process. By undertaking detailed Ground Investigation and other relevant site assessments, prior to proceeding with the development of any particular site, the council is mitigating the risk of unforeseen costs relating to ground conditions, although this risk cannot be eliminated entirely. In the case of off the shelf purchases these risks are borne by the developer. . 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 112 of 221
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Appendix 1 - New Build Sites Summary (as at 9th December 2022) 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 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 Viewpark Laburnum Rd (Phase 1) 12 Completed 2012/13 Viewpark Laburnum Rd (Phase 2) 28 Completed 2013/14 Moodiesburn Gartferry Road 50 Completed 2013/14 Cumbernauld Westfield Drive 30 Completed 2013/14 Airdrie Former Albert PS 14 Completed 2014/15 Chryston Lanrig Rd 27 Completed (Amenity) 2014/15 Coatbridge Corsewall St 14 Completed 2014/15 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 Motherwell Glencairn Tower site 25 Completed 2016/17 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 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 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 Rd / Inchnock Ave (Bellway) 16 Completed (off the shelf) 2019/20 Page 113 of 221
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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 Bellshill Caledonian Avenue (Phase 1 ) 19 Completed 2020/21 Wishaw Dimsdale Road (Phase 1) 6 Completed 2020/21 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 Wishaw Mossburn St, Waterloo 20 Completed 2022/23 Plains Plains PS 16 Completed 2022/23 Sub total 970 Completed Chryston Former Chilterns Care Home 21 On Site Airdrie Dykehead Road (Holehills) 150 On Site Airdrie Northburn Place 31 On Site Bellshill Community Road 29 On Site Airdrie Former Orrs Building (Wilson) 20 On Site Wishaw Castlehill Road, Gowkthrapple (Phase 1) 97 On Site Coatbridge Berwick St 19 On Site Stepps Gateside Farm (Barratt) 30 On Site Motherwell Former BRE, Ravenscliff Rd, Ravenscraig 24 On site Sub total 421 On site Coatbridge Columba High School 130 Design development underway Motherwell Mabel Street 20 Planning app approved Glenmavis McArthur Ave 21 Planning app approved Viewpark Laburnum Rd 26 Planning app approved Coatbridge Bank Street 9 Planning app approved Airdrie Glenacre Drive 16 Planning app approved Chapelhall Gibb Street 25 Planning app approved Wishaw Graham Street 13 Planning app submitted Page 114 of 221
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Coatbridge Kildonan Street 49 Design development underway Cumbernauld Former Cumbernauld Village PS 8 Planning app approved Glenboig Former Police Station, Main Street 7 Planning app approved Motherwell Brandon Street 48 Planning app approved Wishaw King Street 5 Planning app approved Wishaw Stewarton Street & Kings House 17 Design development underway Motherwell Former Motherwell Town Hall 20 Planning app approved Airdrie Calderigg Place 42 Design development underway Airdrie Former Petersburn PS 40 Planning app approved Millerston Coshneuk Road 16 Design development underway Wishaw Caledonian Road 9 Planning app submitted Coatbridge Mitchell Street 100 Approved at Committee - Aug 2022 Caldercruix Former St Mary's PS 25 Approved at Committee - Aug 2022 Bellshill Thorn Road 26 Approved at Committee - Aug 2022 Airdrie Airdriehill Road 75 Approved at Committee - Aug 2022 Motherwell Hope Street (Masonic Hall) 10 Approved at Committee - Aug 2022 Coatbridge Main Street 40 Approved at Committee - Aug 2022 Sub total 797 Design development underway Coatbridge Shawhead 111 Re-provisioning site Coatbridge Dunbeth 170 Re-provisioning site Motherwell Coursington 60 Re-provisioning site Sub total 341 Re-provisioning sites Page 115 of 221
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Cumbernauld Community Growth Area - Phases 1-3 (Bellway) 75 Off the shelf Planning app submitted Chryston Gartferry Road (Allanwater) 22 Off the shelf Purchase approved at Committee Coatbridge Lorne Place (Allanwater) 24 Off the shelf Purchase approved at Committee Moodiesburn Auchengeich, Gartferry Road (Bellway) 12 Off the shelf Purchase approved at Committee Cumbernauld Kingfisher, Dowanfield Road (Zoom) 24 Off the shelf Purchase approved at Committee Coatbridge Former DWP Offices, South Circular Road (ML5 Limited) 39 Off the shelf Purchase approved at Committee Gartcosh Johnston Rd - Phase 2 (Bellway) 12 Off the shelf Purchase approved at Committee Sub total 208 Future off the shelf purchases from developers Total 2737 Page 116 of 221
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Appendix 2 - General Outline of Site Locations • Dalzell Motherwell – approximately 24 units: • Former Thornlie Church Hall Site, Caledonian Road, Wishaw – approximately 6 units: Page 117 of 221
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• Prospecthill Road, Ravenscraig – 23 units. Page 118 of 221
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• Torrance Park, Newarthill – Up to 14 units Page 119 of 221
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• Springhill Road, Shotts from Keepmoat – Approximately 22 units over several phases Page 120 of 221
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref SL / GT / AJ Date 15/02/23 Former Tenant Arrears Write Off to 31 March 2021 From Stephen Llewellyn, Chief Officer of Housing Management E-mail telferg@northlan.gov.uk Telephone Greg Telfer, Business Finance Manager, 01698 302836 Executive Summary The purpose of this report is to present to Committee a summary of outstanding Housing Rent debts which are deemed uncollectable following all attempts at recovery by the Housing Rents and Court teams or are considered uneconomically viable to continue pursuing. In accordance with financial guidelines a provision for expected credit losses has previously been established for the outstanding accounts highlighted below. The debt to be written off relates to former tenancies where the tenancy end date is prior to 31 March 2021. The total recommended write-off is £2,610,389.07 which equates to 1.82% of the total rent income of £143,783,000. Recommendations It is recommended that Committee: (1) Acknowledge the decision of the Chief Officer of Housing Management and the Chief Officer of Finance to write off £317,507.27 under delegated responsibilities; (2) Approves the write off of £2,292,882.10 which includes individual debts greater than £500; (3) Approves the write off of credit balances that have arisen in some former tenancy rent accounts, totalling £39,592.85; (4) Remit this report to the Finance and Resources Committee. The Plan for North Lanarkshire Priority Enhance participation, capacity, and empowerment across our communities Ambition statement (21) Continue to identify and access opportunities to leverage additional resources to support our ambitions AGENDA ITEM 9 Page 121 of 221
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1. Background 1.1 The Housing Service has a turnover in tenancies each year of approximately 3,000 with tenancies terminating for a variety of reasons. 1.2 The Housing Service has a full rent arrears process in place ranging from reminder letters at the early stages through to the pursuit of arrears via the courts. The arrears process actively pursues debt in both current tenancies and former tenancies and only ever seeks to write-off debt relating to former tenancies once all avenues of recovery have been exhausted. 1.3 A whole range of payment methods are available to tenants to enable them to make payments towards their rents in a timely and consistent manner that suits their circumstances. These range from Direct Debits, Online Payment facility, Standing Orders, Post Office, Paypoint and deductions from wages. 1.4 Early intervention and engagement with current tenants who fall into arrears is a key part of the process to minimise the level debt that exist when tenancies terminate. 1.5 As a result of these proactive efforts, the Council’s collection rate improved from 99.51% in 2015/16 to 99.57% in 2016/17. However, the impact of Universal Credit in recent years has challenged this with collection rates reducing to 98.81% in 2017/18 and 97.46% in 2018/2019. Due to the efforts of the service in recovering historic debts, the equivalent figure for 2019/2020 figure was 100.45%. 1.6 Rent collection levels reduced to 97.9% in 2020/21 following the onset of the Covid-19 pandemic and remained at similar levels during 2021/22 at 97.8%. however, the arrears position has stabilised through the significant efforts from the Housing Rents team in securing more direct Universal Credit payments, pursuing other non-Universal Credit tenant debt and the ongoing benefits of the Universal Credit Assistance Fund and various rent relief funds made available over the last two financial years. 1.7 Despite these steps there are a number of debts that are deemed uncollectible or are considered not economically viable to engage further collection activities and costs. This annual process of assessing the likelihood of debt non-recovery conforms to accepted best accounting practice and is a realistic assessment of expected outcome. 1.8 The impact of various welfare reform measures has seen a significant increase in total rent arrears from 2013/14 onwards. North Lanarkshire Council moved onto full Universal Credit status in April 2018 and there has been a significant increase in current tenant arrears as a result. This is likely to an adverse impact of the future levels of former tenant arrears that will be sought for write off. A full Income Maximisation Service is offered to all tenants to try and mitigate the impact of welfare reform on them. 2. Report 2.1 An exercise has been undertaken to identify debt that is now considered to be non- collectable. In accordance with financial guidelines a provision for expected credit losses has previously been established for the outstanding accounts highlighted below. 2.2 There are a number of reasons why the outstanding balances are being written off and these are summarised below: a) Liquidation / Sequestration. The debtor has been liquidated / sequestered etc, and there is no prospect of recovery of funds. b) Deceased. The debtor is deceased and there have been insufficient funds within the estate to meet the sum due. Page 122 of 221
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c) Eviction / Abandonment / No Forwarding Address. The debtor has been unable to be located following eviction or abandonment of their tenancy or have left no forwarding address and there is no prospect of recovery of funds. d) Recovery exhausted. All avenues of recovery have now been exhausted via our internal processes and via the courts and the decision has been taken not to pursue any further any recovery is considered to be not possible. 2.3 The following tables categorise the value of debt recommended for write-off by cause and value: Cause Analysis Write-Off Value £ No of Tenancies Average Write- Off Value 2023 £ Average Write- Off Value 2022 £ Abandoned 442,890.73 296 1,496.25 1,611.67 Deceased 254,708.03 573 444.52 406.44 Eviction 72,940.30 31 2,352.91 2,860.40 Liquidations/Sequestrations 66,551.97 46 1,446.78 1,787.40 No forwarding address 220,804.67 258 855.83 864.71 Recovery exhausted 1,552,493.37 1,876 827.56 1,062.70 Total 2,610,389.07 3,080 847.53 1,132.82 Credit Balances (39,592.85) 339 (116.79) (35.0) Value Analysis Write-Off Value £ No of Tenancies Average Write- Off Value 2023 £ Average Write- Off Value 2022 £ < £500 317,507.27 1,933 164.26 185.93 >£500 2,292,882.10 1,147 1,999.03 2,118.45 Total 2,610,389.37 3,080 847.53 1,132.82 2.4 The write off being proposed to 31 March 2021 represents 1.82% of the total rental income of £143.783m. The following table outlines the value of the annual former tenant arrears write-off over the previous 5 years: Former Tenant Arrears Written Off to Value (£) % of income 31 March 2020 3,560,465 2.57 31 March 2019 3,505,183 2.54 31 March 2018 2,408,607 2.09 31 March 2017 1,518,109 1.36 31 March 2016 1,445,028 1.29 Page 123 of 221
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2.5 The previous tables highlight a reduction in the overall write off value up to 31 March 2021 compared to the peaks over the last two financial years. Importantly, it’s worth noting that the average value of the write-off has reduced for most categories and overall. This reflects the continued efforts of the Housing service over the last few years in relation to early engagement with tenants and offering the income maximisation service. It is hoped that this positive trend will continue. 2.6 The Council will continue to seek collection of the outstanding balance if the circumstances of the debtor alter and recovery is deemed practical. 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. The Council will continue to seek collection of the outstanding balance if the circumstances of the debtor alter and recovery is deemed practical. 4. Supporting documentation Not applicable. Stephen Llewellyn Chief Office of Housing Management Page 124 of 221
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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? There are no additional financial implications linked to this report for the current financial year because a corresponding bad debt provision has been included in the previous year’s accounts. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 125 of 221
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 126 of 221
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref EK / GT Date 15/02/23 Housing Revenue Account – 2023/24 Revenue Estimates From Elaine Kemp, Chief Officer of Finance E-mail kempe@northlan.gov.uk Telephone 01698 302408 1. Background 1.1 Income and expenditure in relation to a local authority’s own direct provision of housing must be recorded within a Housing Revenue Account (HRA) as set out in the Housing (Scotland) Act 1987. In addition, this Act sets out the requirement for local authorities to set an annual budget to support sound financial management and helps ensure that expenditure is linked to the key priorities of tenants. 1.2 North Lanarkshire is Scotland’s largest local authority landlord, with a housing stock of approximately 36,000. The number has reduced marginally over the last year reflecting the impact of tower re-provisioning, partially offset by additions to the stock through the Council’s new supply programme and buy back schemes Executive Summary The purpose of this report is to present to Committee information that will enable the Council to set its Housing Revenue Account (HRA) budget and rent levels for 2023/24. Recommendations It is recommended that Committee: (1) Recognises the HRA cost pressures detailed in Appendix 1, (2) Recognises the base budget savings outlined in Appendix 2, (3) Considers the allocation of HRA surplus balances as detailed in paragraphs 2.3, 2.4 and 2.5, and (4) Agrees to review the financial assumptions contained within this report at the Special Council meeting February 2023 to approve the HRA Revenues Estimates and rent levels for 2023/24. 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 AGENDA ITEM 10 Page 127 of 221
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1.3 The Council approved its 2022/23 HRA budget of £149m on 16 December 2021 with £142m (95%) funded by rental income from tenants and £7m (5%) from other fees and charges. 1.4 The average 2022/23 weekly rent in North Lanarkshire of £76.50 is the ninth lowest amongst Scottish local authority landlords and 3.2% below the Scottish local authority average. The recent Landlord Report published by the Scottish Housing Regulator shows North Lanarkshire Council’s rents are between 11.7% (for a 1 apartment) and 17.0% (for a 2 apartment) below the Scottish average for all social housing rents. 1.5 In setting the HRA budget and rent levels in December 2017, the Council agreed to an average rental increase of 5% for 2018/19 and 5% for the subsequent three years up to 2021/22. For 2022/23 the rent increase was set at 3%, an average increase of £2.27 per week. 1.6 Committee has received regular updates on the progress of delivering the Council’s ambitious plans for housing through the Economic Regeneration Delivery Plan. This has been further strengthened through The Plan for North Lanarkshire approved in March 2019 with specific focus on three key programmes of work supported by the current rent strategy: • PO13 – New Supply Programme • PO14 – Tower Strategy • PO15 – Housing Investment Programme 1.7 Significant progress to date includes: • An increase in the target for new supply housing from 2,150 by 2027 to 5,000 by 2035, • Completion of 970 new build homes with a further 421 on site. Sites have been identified and are at various stages of progression for a further 1,346 homes, • Expansion of the buy back scheme which will allow around 130 properties to be brough back into use each year. 606 homes have been purchased through the Council Buy Back Schemes at 9 January 2023, • The approval, development and ongoing delivery of plans for investment and re- provisioning of the Council’s tower properties, • Approval of a 5 year mainstream capital programme from 2021/22 to 2025/26 that aims to deliver £354m of investment in the Council’s housing stock; greater than 20% increase from the previous 5 year planning period. 30-year Business Plan 1.8 The 30-year Business Plan included as part of the 2023/24 budget setting process is shown in Appendix 3. Financial Solutions has worked closely with Housing Property and Projects and the New Supply Team to confirm future investment targets to support the development and refinement of financial modelling. The 30-year Business Plan continues to demonstrate affordability and sustainability of plans based current assumptions. Housing Benefit / Universal Credit 1.9 During the mid point of the current financial year, North Lanarkshire had 23,400 tenants in receipt of some form of support for their housing costs, representing more than 67% of tenants. Almost 34% of tenants are now in receipt of the housing cost element of Universal Credit and a further 33% are in receipt of Housing Benefit. 1.10 A rent increase would result in some tenants receiving more Housing Benefit and some existing non-claimants becoming entitled to Housing Benefit. However, unless their Page 128 of 221
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circumstances change, most tenants will be liable for the same contribution towards their rent, with Housing Benefit making up the difference. 1.11 Tenants currently entitled to the full housing cost element of Universal Credit would have their Universal Credit payment uplifted to reflect any rent increases up to the Local Housing Allowance cap. 1.12 Following approval at the former Housing and Regeneration Committee in November 2019, the Council established the Universal Credit Assistance Fund (UCAF). This was expanded to include the Covid Hardship Fund in June 2020. Nearly 10,000 tenants have been supported that would otherwise have fallen into arrears. In addition, in accessing these funds tenants have been provided with additional support and advice and signposting to other agencies where required ultimately contributing to longer term sustainability of tenancies. 1.13 In addition, funding provided by the Scottish Government to support Covid-19 recovery and the cost of living crisis has seen a further 719 tenants supported through the Tenant Hardship Fund and Local Authority Covid Economic Recovery Fund. 1.14 Together these measures have ensured the Council has seen a stable position for rent arrears for current tenants with the arrears balance remaining largely unchanged throughout the current financial year where other landlords are experiencing increasing current tenant arrears. 2. Report HRA Revenue Estimates 2.1 In assessing the budgetary requirements of the Housing Revenue Account for 2023/24, a number of variables and factors have to be considered and analysed before determining the adjustments required in the base budget position. These base budget adjustments are outlined in Appendices 1 and 2, with the main factors described below: 2.1.1 Cost Pressures of £10.314m to ensure that the HRA can continue to deliver a highly performing repairs and maintenance programme, effective housing management and support and deliver the approved capital programme, including: • Employee cost pressures totalling £1.375m, incorporating an adjustment for the higher than originally budget pay award for 2022/23 and an anticipated pay award for 2023/24 in line with the Council’s Medium Term Financial Plan assumptions and the ongoing impact of incremental pay pressures. The HRA will also benefit from the UK Government’s decision to reverse increases in National Insurance contributions. • The cost of funding capital investment including prior year expenditure and approved investment targets in line with the existing 30-year Business Plan (£4.992m). However, this is largely offset by the release of historic recurring Ambition funding set aside to support capital investment plans (£4.879m). • Inflationary pressure on repairs and maintenance expenditure linked to wider economic factors and the increasing price of goods and services throughout 2022/23 (£6.796m). However, it is anticipated that inflation impacting on repairs and maintenance will reduce from its current high levels during 2023/24. • Other inflationary pressures for energy and other services (£2.030m) Page 129 of 221
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2.1.3 Base Budget Savings are considered each year to ensure that the HRA continues to direct its resources towards key priorities. Appendix 2 outlines base budget savings of £0.070m to be implemented by the service in 2023/24. 2.1.4 The combined impact of these cost pressures and partially offsetting savings is a funding gap of £10.244m. This can be summarised as follows: £m Cost Pressures (see Appendix 1) 10.314 Base Budget Savings (see Appendix 2) (0.070) Funding Gap 10.244 2.2 A rental increase of 7.15% would be required to bridge the funding gap. 2.3 Members will be aware of the Scottish Government’s Cost of Living (Tenant Protection) (Scotland) Act 2022 which introduced a rent freeze for all landlords until 31 March 2023. The Scottish Government intends to make regulations to lift the rent freeze for the social housing sector from 1 March 2023. These regulations would allow the Council to increase rents effective from 1 April 2023. 2.4 Members will also be aware of the commitment agreed through COSLA to keep rental increases to an average of less than £5 per week across the country. For North Lanarkshire Council, maintenance of that commitment will limit the potential rent rise to circa 6.5% for 2023/24. Use of Surplus Balances 2.5 As part of its long-term HRA budget strategy, it is the Council’s policy to set aside approximately 1% of the HRA budget as a core reserve. As a result, the core reserve currently stands at £1.470m. 2.6 In addition, the HRA reserve balances include a Change Management / Risks & Uncertainty reserve of £5.155m and a reserve balance to support Ambition related activity of £5.054m. This excludes the surplus currently projected for 2022/23 of £1.000m. 2.7 Elected Members are reminded of the Council’s Reserves Policy approved at Policy and Strategy Committee in January 2020 which aims to ensure that available balances are managed and utilised in accordance with effective governance principles and continue to support financial plans which are affordable and sustainable. 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. Page 130 of 221
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4. Supporting documentation Appendix 1 Cost Pressures 2022/23 Appendix 2 Base Budget Savings 2022/23 Appendix 3 30-year Business Plan Summary Elaine Kemp Chief Officer of Finance Page 131 of 221
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The HRA budget for 2022/23 will ensure that the Council can continue to provide a highly effective and responsive housing management service for all tenants and improve the health and wellbeing and economic outcomes of communities through the delivery of significant additional capital investment in high quality and affordable social housing. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The financial implications of the 2023/24 Revenue Estimates are outlined throughout the report. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts 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 ☐ Page 132 of 221
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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? All activities undertaken by the council are subject to risk, and in acknowledging the Council’s approved Risk Management Strategy (September 2012), Services manage these as part of their overall corporate and service planning process. The current economic climate, in particular, has the potential to impact upon the Council’s ability to provide quality services within approved budget levels. The Government’s proposals for welfare reform include a number of changes to the housing benefit system which present significant financial risks to the HRA, including increasing rent arrears and cash collection costs, combined with lower levels of rental income. These risks are increased by the current and potentially ongoing economic impact of the Covid-19 pandemic. These risks will be closely monitored throughout 2023/24. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 133 of 221
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Appendix 1 Housing Revenue Account Cost Pressures 2023/24 £000 £000 Employee Costs Pay awards 1,479 Incremental drift 176 Reduction in National Insurance and other cost reductions (280) 1,375 Inflationary Pressures Housing repairs inflation and stock movements 6,796 Trading and support service costs 1,250 Energy costs 1,107 9,153 Capital Financing Costs Loan charges associated with increased capital investment 4,992 Release of Ambition funding to support capital investment (4,879) 113 Movement and profile of housing stock (327) Cost Pressures Total 10,314 Page 134 of 221
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Appendix 2 Housing Revenue Account Base Budget Savings 2023/24 £000 Property Costs Reduced costs associated with both close cleaning 50 Other Operational Efficiencies Reduced operational delivery costs linked to office expenditure and uniforms / protective clothing 20 Total base budget savings 70 Page 135 of 221
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Appendix 3 Housing Revenue Account 30 Year Business Model Summary 30 Year Year 2020/25 2025/30 2030/35 2035/40 2040/45 2046/50 Totals Average Mainstream Housing Stock 34,930 34,224 33,519 32,779 32,575 32,575 New Build Housing Stock 1,252 2,214 2,986 3,312 3,358 3,358 Average Housing stock 36,182 36,439 36,505 36,091 35,933 35,933 Capital Investment £000 £000 £000 £000 £000 £000 £000 Prudential borrowing 307,405 554,539 649,413 700,776 928,535 536,936 3,677,604 Capital receipts 32 0 0 0 0 0 32 Other receipts / Government Grants 88,654 90,944 55,818 5,457 0 0 240,873 Sub total 396,091 645,483 705,231 706,233 928,535 536,936 3,918,509 CFCR 141,395 125,731 123,231 123,230 123,230 123,230 760,047 Total resources 537,486 771,214 828,462 829,463 1,051,765 660,166 4,678,556 Loan Analysis Opening debt 324,109 582,972 1,048,747 1,546,458 2,015,481 2,640,866 324,109 Prudential borrowing 307,405 554,539 649,413 700,776 928,535 536,936 3,677,604 Principal repayment - historic debt 42,481 49,673 60,402 73,085 50,336 30,382 306,359 Principal repayment - new borrowing 6,061 39,091 91,300 158,668 252,814 378,499 926,433 Closing debt 582,972 1,048,747 1,546,458 2,015,481 2,640,866 2,768,921 2,768,921 Per house (£) - Closing Stock 16,112 28,782 42,363 55,844 73,494 77,058 77,058 Housing Revenue Account 123,055 241,810 400,970 601,009 808,636 1,061,510 3,236,990 658,790 723,485 801,023 884,577 984,812 1,100,100 5,152,787 781,845 965,295 1,201,993 1,485,586 1,793,448 2,161,610 8,389,777 Other income (71,978) (54,960) (54,960) (54,960) (54,960) (54,960) (346,778) Balance to be financed by rents 709,867 910,335 1,147,033 1,430,626 1,738,488 2,106,650 8,042,999 Average weekly rent (£) 78.12 97.78 122.82 153.59 186.08 225.49 Rental Income 709,867 910,335 1,147,033 1,430,626 1,738,488 2,106,650 8,042,999 Average Yearly % increase 4.58% 4.66% 4.54% 4.30% 4.20% 3.26% Capital charges as a % of rent income 17.33% 26.56% 34.96% 42.01% 46.51% 50.39% 5 Year Bands Loan charges Other costs Page 136 of 221
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref SL/GT/AN Date 15/02/23 Revenue Monitoring Report – Housing Revenue Account From Stephen Llewellyn, Chief Officer, Housing Management E-mail telferg@northlan.gov.uk Telephone Greg Telfer, Business Finance Manager, 07586 010692 1. Background 1.1 The Council approved its Housing Revenue Account Budget of £149m on 17 December 2021. This has increased to £154m with the utilisation of the £2.5m reserve set aside for use within housing repairs, currently under pressure as a result of higher than anticipated contract inflation (see 2.2.2) and Ambition related virements. 1.2 The Financial Regulations require Services to remain within their approved budgetary provision, and to report all significant deviations – defined as the higher of £100,000 or 5% - within their budget monitoring reports. Where significant deviations are identified, Services must provide explanatory commentary, outline the action required to rectify such a deviation, and where relevant, must also highlight the impact this has on other budget headings. Executive Summary This report provides a summary of the Housing Revenue Account financial performance for the period 1 April 2022 to 6 January 2023 (Period 10). The report illustrates the projected outturn as at 31 March 2023, with major outturn variances highlighted and explained in accordance with the Council’s approved Financial Regulations. The service is currently projecting an underspend of £1.069m for the financial year. It is currently anticipated that £1.849m of savings (100%) will be delivered by the financial year-end. Recommendations It is recommended that Committee: 1) Acknowledges the financial position of the HRA revenue budget 2022/23. 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 AGENDA ITEM 11A Page 137 of 221
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2. Report 2.1 Summary of Financial Position 2.1.1 The service is currently projecting a breakeven position in the financial year. 2.2 Analysis of Significant Variances 2.2.1 The Housing Revenue Account currently anticipates an underspend of £1.400m within Employee Costs due to increased turnover / vacancy savings. This also includes an additional saving of £0.055m due to the UK Government’s decision to reverse the increase in National Insurance Contributions. 2.2.2 In addition, an overspend of £2.607m is anticipated within Property Costs mainly as a result of increased repair costs (£4.500m) due to the current economic climate and contract inflation, however with the drawdown of the repairs earmarked reserve of (£2.500m) this will be reduced to £2.000m. Other overspends include utilities (£0.337m), void rent loss (£0.150m), grounds maintenance (£0.070m) and rents (0.050m). 2.2.3 An underspend of £0.180m is projected within Administration Costs as a result of reduced legal fees (£0.150m), sheriff officer fees (£0.150m) associated with the restrictions placed on evictions offset by a overspend within apportioned expenses (£0.120m). 2.2.4 The service projects an underspend of £1.634m on borrowing costs as a result of both proactive treasury management activity reducing average loans funds interest rates and lower than anticipated capital expenditure 2021/22 outturn. 2.2.5 An anticipated underspend of £1.107m is anticipated within Ambition funding. Ambition funding represents budget increases from previous rent rises not yet applied to service spending linked to increased capital investment. 2.2.6 An under-recovery of £0.447m is being projected within rental income. This is mainly due to the number of properties brought back into use through the Open Market Purchase Scheme being lower than budgeted due to increased demand on the open market. 2.2.7 An under-recovery of £0.200m in Fees and Charges due to the freeze in charges for laundry facilities (£0.100m) since Covid and a reduction in court activity (£0.100m). 2.3 Earmarked and One-off Resources 2.3.1 An update of the earmarked reserves is detailed in Appendix 2. When account is taken of the £1.470m core reserve, and other previously earmarked reserves totalling £12.871m, the remaining unallocated resources total to £5.155m. 2.4 2022/23 Budget Savings 2.4.1 The service uses a variety of information, records and processes to monitor achievement of its approved budget savings of £1.849m. As at Period 10, it anticipates 100% of its approved savings will be delivered by the financial year-end. Page 138 of 221
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3. Measures of success 3.1 Service is currently operating within approved budgeted constraints and meeting required savings targets. 4. Supporting documentation 4.1 Appendix 1 HRA Summary Appendix 2 Earmarked Reserves / Balance Sheet Provisions Stephen Llewellyn Chief Officer, Housing Management Page 139 of 221
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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 Financial Solutions? 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 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? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ Page 140 of 221
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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? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? All activities undertaken by the council are subject to risk, and in acknowledging the Council’s approved Risk Management Strategy (September 2012), Services manage these as part of their overall corporate and service planning process. The current economic climate, in particular, has the potential to impact upon the Council’s ability to provide quality services within approved budget levels. Reflecting the risk analysis matrix included within the Risk Management Strategy, the Service considers the impact of inflation on key service contracts and the cost of living crisis presents an ongoing risk to the financial outturn for 2022/23 and this is an ongoing focus of discussion within the Service and with Financial Solutions. To minimise risk, this report has been prepared by service-based Financial Solutions personnel in consultation with budget managers, in accordance with the Financial Regulations 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 141 of 221
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Appendix 1 FINANCIAL MONITORING REPORT DIVISION : HRA SUMMARY 01 April 2021 to 06 JANUARY 2022 (Period 10) Cost Centre: HRA [H] COMMITTEE: HOUSING CATEGORY BUDGET ACTUAL YEAR TO DATE ANNUAL PROJECTED ANALYSIS TO DATE TO DATE VARIANCE BUDGET OUTTURN (1) (2) (3) (4) (5) (6) (10) £ £ £ £ £ EMPLOYEE COSTS 21,279,807 20,456,333 823,474 FAV 29,312,183 27,912,183 1,400,000 FAV Underspend due to increased turnover savings and National Insurance Contributions threshold changes PROPERTY COSTS 39,560,003 41,427,637 (1,867,634) ADV 56,823,690 59,430,690 (2,607,000) ADV Overspend mainly due to increased repair, grounds maintenance, utility, rental costs and void rent loss. These overspends are slightly offset by underspends in the garden assistance scheme. SUPPLIES & SERVICES 410,932 389,222 21,710 FAV 1,182,400 1,182,400 0 - Balanced Budget TRANSPORT & PLANT 277,324 289,710 (12,386) ADV 367,140 367,140 0 - Balanced Budget ADMINISTRATION COSTS 1,591,757 1,315,042 276,715 FAV 5,490,900 5,190,900 300,000 FAV Underspends due to decreased legal and sheriff officer fees PAYMENTS TO OTHER BODIES 125,161 82,447 42,714 FAV 231,120 231,120 0 - Balanced Budget APPORTIONED EXPENSES 1,444,525 1,444,525 0 - 6,229,960 6,349,960 (120,000) ADV Increased IT Support Costs CAPITAL FINANCING COSTS 0 0 0 - 22,408,280 20,774,280 1,634,000 FAV Underspend due to proactive treasury management activity C.F.C.R. 0 0 0 - 27,146,260 27,146,260 0 - Balanced budget OTHER COSTS 875,044 17,812 857,232 FAV 4,994,497 3,887,497 1,107,000 FAV Ambition TOTAL EXPENDITURE 65,564,553 65,422,728 141,825 FAV 154,186,430 152,472,430 1,714,000 FAV OTHER GRANTS 0 0 0 - 0 0 0 - Balanced budget FEES AND CHARGES 441,844 299,541 (142,303) ADV 7,887,859 7,687,859 (200,000) ADV Under recoveries within laundry charges and court dues / fines RENTS 99,580,865 99,579,545 (1,320) ADV 143,783,481 143,336,481 (447,000) ADV Under-recovery in Rental Income due to lower OMPS activity INTEREST 0 0 0 - 15,000 15,000 0 - Balanced Budget DEPARTMENTAL CHARGES 0 0 0 - 90 90 0 - Balanced Budget SURPLUS 0 0 0 - 2,500,000 2,500,000 0 - Utilisation of Housing Repairs reserve INCOME 100,022,709 99,879,086 (143,623) ADV 154,186,430 153,539,430 (647,000) ADV NET EXPENDITURE (34,458,156) (34,456,358) (1,798) ADV 0 (1,067,000) 1,067,000 FAV FAV = Favourable variation, underspend etc 362,119 ADV = Adverse variation, overspend, income under-recovery etc PROJECTED OUTTURN VARIANCE (7) Page 142 of 221
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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 5,054,483 889,000 82.4% 4,165,483 Balance required in future years Welfare Reform 259,869 0 100.0% 259,869 Utilisation of balance to be considered UCAF 972,633 367,704 62.2% 604,929 Balance required in future years Hardship Fund 347,660 86,243 75.2% 261,417 Balance required in future years Enterprise Contract 670,793 670,793 0.0% 0 Budget fully utilised Rent Restructure 565,469 230,883 59.2% 334,586 Balance required in future years Housing Repairs 2,500,000 2,500,000 0.0% 0 To fund 2022/23 repairs programme HRA Capital Programme 2,500,000 0 100.0% 2,500,000 To fund future programme SUB TOTAL 12,870,907 4,744,623 63.1% 8,126,284 Change Management/Risks & Uncertainty 5,154,712 0 0.0% 5,154,712 Available for future allocation Core Reserve 1,470,000 0 100.0% 1,470,000 No call anticipated in 2021/22 TOTAL 19,495,619 4,744,623 75.7% 14,750,996 PROJECTED OUTTURN North Lanarkshire Council Housing Revenue Account - Earmarked Reserves 01 April 2021 to 06 JANUARY 2022 (Period 10) Page 143 of 221
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref GT/JMcG Date 15/02/23 Revenue Monitoring Report – Enterprise and Communities From Derek Brown, Depute Chief Executive E-mail telferg@northlan.gov.uk Telephone Greg Telfer, Business Finance Manager, 07583 010692 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 2021 to 6 January 2023 (Period 10). The report illustrates the projected outturn as at 31 March 2023, with major outturn variances highlighted and explained as per the Council’s approved Financial Regulations. In summary, the Enterprise and Communities Service is currently forecasting an overspend of £3.342m. This is mainly attributable to inflationary pressures (£2.625m), which will be offset by a corporate contingency, and the reallocation of DigitalNL savings to Services (£0.783m). The Service continues to work with Business and Digital to progress plans for delivery of these savings. Note these Period 10 figures exclude the impact of the agreed 2022/23 pay award which is being reported corporately at this point in time. Recommendations It is recommended that Committee: (1) Acknowledges the financial position of the 2023/23 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 AGENDA ITEM 11B Page 145 of 221
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1.2 The most significant financial risk facing Enterprise and Communities during 2022/23 is inflationary pressures across a number of service areas including fuel, utilities, food costs, waste tonnage and contractual inflation on property and road maintenance contracts. At Period 10 it is forecast that the impact of this is £2.625m and this will continue to be monitored and reported through service budget monitoring reports alongside the ongoing impact of the curtailment of non-essential expenditure with the overall impact managed corporately. 2. Report Summary of Financial Position 2.1 The Council approved its General Fund Revenue Budget on 17 February 2022, of which £146.298m (17%) represented the approved Net Revenue Budget for Enterprise and Communities. Since then there has been additional budget added for Scottish Government funding for climate change (£0.075m) and reduction in relation to budget transfers to other services (£0.168m), the transfer of DigitalNL savings (£1.535m) as well as a reduction in the National Insurance budget to reflect chances in UK Government tax policy (£0.140m). These changes result in a revised Enterprise and Communities Net Budget of £144.530m. 2.1.1 Enterprise and Communities is forecasting an overspend of £3.342m in relation to inflationary pressures (£2.625m), and a delay in the delivery of savings linked to the DigitalNL programme (£0.783m), offset in part with other minor service underspends across the service (£0.067m). 2.1.2 Like most organisations, the Council is facing significant pressures linked to the wider economic outlook and high inflation. Across the service the current forecast is unbudgeted costs of £2.625m across energy, waste disposal, fuel, food and materials. The Council has set aside approximately £9.400m corporately to support unbudgeted inflationary pressures faced by services. 2.1.3 In addition, the Service faces a cost pressure attributable to the delay in implementation of savings linked to the DigitalNL programme (£0.783m). The service continues to work with Business and Digital to progress plans for the delivery of these savings. 2.1.4 Section 2.2 provides commentary on the financial performance of the Service per division excluding the impacts of inflation and digital savings. In addition, Appendices 1 to 6 of this report provide further explanation of the significant budget variations contributing to this outturn position. 2.1.5 The 2022/23 Enterprise and Communities budget incorporates £3.080m of savings previously approved by Council on 2 March 2021 with £0.905m of savings (29%) deliverable within the current financial year. Further information regarding particularly challenging savings is noted in paragraph 2.4 below. Analysis of Significant Variations 2.2 Excluding the impact of inflation, digital savings and National Insurance changes, the Enterprise and Communities service currently forecasts a year-end underspend of £0.067m. As at Period 10, there are largely compensating variances across the divisions as follows: Page 146 of 221
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2.2.1 Regulatory Service and Waste Solutions (£1.415m overspend) The projected overspend is largely attributable to increased agency and overtime costs in Waste as a result of delays in recruitment (£0.535m) and a net under-recovery in Special Uplifts as a result of reduced demand (£0.162m). Within Fleet there are increased leasing costs (£0.115m), increased external hire costs (£0.317m) and costs for vehicle parts (£0.117m) partially offset by vacancy savings (£0.117m). 2.2.2 Asset and Procurement Solutions (£0.058m overspend) The division projects an overspend of £0.223m within property costs due to a delay in the timing of office accommodation savings and loss of rental income (£0.580m) offset by the use of an ear-marked reserve and employee vacancies. Within the provision of school meals the service expects an under recovery in paid meal income (£0.142m) which is fully offset by vacancies across the division. 2.2.3 Planning and Regeneration (£0.897m underspend) The underspend within Planning and Regeneration is related to vacancy savings (£0.342m), additional grant income (£0.105m) and an over-recovery in planning fee income (£0.403m). 2.2.4 Environmental Assets (£0.509m Underspend) The Environmental Assets division is forecasting net vacancy savings of £1.530m partly offset by increased overtime of £0.350m. This underspend is as a result of difficulties in recruiting key posts across the division. Income is also forecast to over recover by £0.107m mainly from charges in relation to road occupation and construction consents. This is partially offset by costs in relation to electric vehicle charging for which there has been significantly increased demand and unit costs (£0.539m) and consultants fees to support project delivery (£0.253m). 2.2.5 Included within the reported outturn is the Council’s trading services. For 2022/23 the Council approved a surplus budget of £0.596m. The Council must comply with a statutory requirement to at least break-even over a rolling three year period. The combined surplus in 2019/20, 2020/21 and 2021/22 was £0.380m. As at Period 10 there are no significant variations to report with regards to trading services. 2.2.6 Payments to other bodies are detailed in Appendix 3. This expenditure category accounts for £21.302m with a minor overspend of £0.107m forecasted for 2022/23. Earmarked and One-off Reserves 2.3 Enterprise and Communities was given approval to earmark £17.503m of resources during the completion of the 2021/22 annual accounts. It is forecast that £10.336m of the reserve balance will be utilised in 2022/23. A balance of £6.915m is required for the original purpose in future years. The remaining balance of £0.252m is no longer required for Business Recovery/Growth. Appendix 4 details the individual Earmarked Reserves. 2022/23 Budget Savings and Growth 2.4.1 The Service uses a variety of information, records and processes to monitor achievement of its approved budget savings of £3.080m. As at Period 10, £0.905m (29%) of its approved savings are achievable during the year. The gap of £2.176m represents digital savings (£1.428m), which has been partially offset by use of an earmarked reserves in 2022/23 (£0.644m). A timing delay in office rationalisation Page 147 of 221
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(£0.580m) which has been fully offset in-year from temporary rates savings and other in year property cost savings and vacancy savings within Asset and Procurement Solutions. The previously approved reduction in school cleaning (£0.200m) has also been offset by use of earmarked reserves in 2022/23 and incorporated into the Council’s Medium Term Financial Planning assumptions. The other staff saving (£0.076m) is being offset by in year vacancy savings. 2.4.2 As part of the Council’s investment budgets for 2021/22 and 2022/23, Enterprise and Communities was allocated £9.228m towards a number of one-off investments. Appendix 6 highlights in detail how these are being utilised across the Service. Management Actions 2.5 The Service continues to take a range of corrective management actions to ensure it manages cost pressures. This includes curtailment of non-essential spend and monitoring of vacancies. Change Management 2.6 The Service expects to use £0.423m of the Council’s Change Management Fund mainly to support the supply of new bins and materials within Environmental Assets, as well as redundancy. Costs within the Change Management Fund are not included in the Service outturn position 3. Measures of success 3.1 The Service continues to operate within the approved budget resources 4. Supporting documentation Appendix 1 Objective Analysis Appendix 2 Subjective Analysis Appendix 3 Payments to Other Bodies Analysis Appendix 4 Status of Earmarked Reserves Appendix 5 Challenging Savings Appendix 6 One-Off Investments Derek Brown Depute Chief Executive Page 148 of 221
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Finance? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Service continues to curtail non-essential expenditure and take management action to minimise the impact of cost pressures on the Council’s overall financial position. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 149 of 221
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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 Financial Solutions personnel in consultation with budget managers, in accordance with the Financial Regulations. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 150 of 221
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Appendix 1 DIVISION OF SERVICE BUDGET ACTUAL ANNUAL PROJECTED MOVEMENT FROM ANALYSIS TO DATE TO DATE BUDGET OUTTURN % PERIOD 9 (1) (2) (3) (5) (6) (8) (9) (10) £ £ £ £ % ENVIRONMENTAL ASSETS 23,747,538 23,765,204 47,357,455 48,022,576 (1.4%) (124,907) Overspend as a result of Utility Inflation/waste disposal/ Digital savings (£1.148m) and increased usage and price for Electric Vehicle Charging and consultant fees partly offset by vacancy savings and increased income for Road occupations and construction consents. REGULATORY SERVICES AND WASTE SOLUTIONS 25,097,823 25,649,228 37,123,707 39,609,856 (6.7%) (59,958) Overspend as a result of Inflation mainly for Waste Disposal costs /Fuel/ Vehicles parts and digital savings (£1.071m). Additional spend in agency costs/overtime due to recruitment delays parly offset by vacancies and also reduced demand for Special Uplift resulting in an under recovery in income. ASSETS & PROCUREMENT 31,759,645 31,236,648 38,272,520 39,289,023 (2.7%) 13,454 Overspend as a result of Utility and Food Inflation and Digital Savings (£0.958m) and timing delays in Office Rationalisation savings and lost rental income. There is also an under recovery in paid meal income which is offset fully by vacancy savings. PLANNING & REGENERATION 4,496,069 3,966,960 9,545,283 8,647,959 9.4% 363,398 Underspend mainly as a result of Vacancy savings, and increased planning fee income, as well as additional grant income. HOUSING SOLUTIONS 1,120,851 1,041,532 5,330,715 5,364,201 (0.6%) 53,549 Overspend on Digital savings and Utility inflation (£0.141m), partially offset by vacancy savings and other minor miscellaneous budget savings. HOUSING PROPERTY & PROJECTS 6,158,968 5,976,608 7,495,518 7,533,142 (0.5%) 10,000 Overspend as a result Utility inflation (£0.063m) partially offset by vacancy savings. TRADING (623,992) (615,341) (595,542) (595,542) 0.0% (1) Balanced budget NET EXPENDITURE 91,756,902 91,020,839 144,529,656 147,871,215 255,535 (4) (7) Enterprise & Communities Revenue Budget Monitoring Report - Objective Analysis 1st April 2022 - 6th January 2023 (PERIOD 10) YEAR TO DATE PROVISIONAL VARIANCE VARIANCE £ (665,121) (1,016,503) (2,486,149) 522,998 529,109 79,319 £ (17,666) (551,405) 0 736,063 (3,341,559) 897,324 (33,486) (37,624)182,360 (8,652) Page 151 of 221
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Budget 2022/23 Enterprise & Communities Appendix 6 One-off Investments Priorities £'m £'m £'m £'m Division Priority Area Council Motion Narrative 2022/23 Allocation Actual To Date Projected Outturn Future EMR Request Approved in March 2022 APS Recover NL Pitch Improvement Programme Targeted investment in the Councils Pitch estate to upgrade four existing pitches to synthetic surfaces at Harthill, Moodiesburn, Cleland and Mossend and replace existing synthetic pitches reaching the end of their economic life. This will support increased participation and letting income. 2.200 0.000 2.200 2.200 Env Assets Community safety Investment in signage and community safety improvements across North Lanarkshire to support the introduction of mandatory 20mph speed limits around schools, early learning and childcare establishments. 2.005 0.496 0.496 1.509 Env Assets Cemetery and Footpath Improvements Infrastructure improvements to existing cemeteries and investment to improve footpaths and accessibility across the Councils communities, active travel routes and country parks 1.500 1.500 1.500 Planning & Regen Recover NL - Town Centre Improvements Augmentation of Place Based Investment Programme to support community-led initiatives for town centre revitalisation 1.000 0.141 0.141 0.8594 EA / RSWS Recover NL - Environmental Improvements Continuation of RecoverNL environmental improvements including community led clean-ups, action on fly tipping and pest control activity 0.850 0.167 0.683 Env Assets Community Sustainability Projects To focus on enhancing sustainability and reducing the Councils carbon footprint a range of projects will be delivered including wildflower planting across town parks and the school estate. The investment will include exploring and delivering options for natural play within communities and investment in green energy interventions to promote carbon neutrality in country parks 0.700 0.675 0.675 0.025 Sub Total 8.255 2.979 5.694 4.594 Approved in March 2021 Env Assets Festive Lighting Provision of Xmas Lights in Towns in 2021/22 and 2022/23 at a cost of £0.150 million per year. 0.150 0.114 0.150 Env Assets Road Improvements Targeted Improvement to provide additional community benefit on schemes such as road infrastructure improvements, resurfacing and pot holes, road safety schemes, signage upgrades (i.e. 20mphs) and discrete road improvements 0.133 0.086 0.133 Housing Solutions Anti Social Task Force Provide Antisocial Behaviour Services for Private Residents in both 2021/22 and 2022/23 0.321 0.11123 0.183 0.13823 RSWS PEST Control Treat defined priority areas over the summer period to address local concerns. 0.127 0.056 0.127 RSWS Housing Grants to Owner Occupiers - Mixed TeTo provide grants to owner occupiers in mixed tenure settings to facilitate structural upgrades. (£0.150m per year in both 2021/22 and 2022/23) 0.243 0.056 0.243 Sub Total 0.973 0.423 0.835 0.138 Total 9.228 3.403 6.530 4.732 One off Investment Page 156 of 221
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref AN/GT Date 15/02/23 HRA Capital Monitoring Report – 1 April 2022 to 06 January 2023 From Brian Lafferty, Chief Officer Housing Property Services E-mail Telferg@northlan.gov.uk Telephone Greg Telfer, Business Finance Manager, 01698 302836 Executive Summary The purpose of this report is to review progress towards agreed spending plans within the 2022/23 HRA capital programmes. An overspend of £1.233m is projected for the Mainstream programme, this is due to increased material costs, approved contractor uplifts and the acceleration of some programmes, including energy efficiency specific works, to offset contractual risks elsewhere in the programme and support tenants due to increasing energy costs by improving the thermal efficiency of their homes. The New Build Programme is projecting an overspend of £2.941m. This is mainly due to the early availability and purchase of land and off the shelf developments not anticipated in this financial year. This overspend has been partially offset by additional Scottish Government grant. Due to a lack of demand within the Council Buy Back and Mortgage to Rent Schemes, an underspend of £2.589m is projected. Recommendations It is recommended that Committee: (1) Acknowledges the financial position of the 2022/23 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 AGENDA ITEM 12A Page 157 of 221
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1. Background 1.1. Mainstream Working Programme 1.1.1 The Housing and Regeneration Committee on 16 February 2022 approved an outline mainstream programme for 2022/23 based on targeted expenditure of £60.245m, this has been enhanced by a further £5m to support the Ukrainian Resettlement Programme tower refurbishment. The overall programme is funded as follows: £000 Prudential Borrowing 30,474 Capital Funded from Current Revenue (CFCR) Scottish Government Grant (Net Zero) 22,476 2,000 Total projected resources 54,950 Slippage allowance 5,295 Mainstream Working programme Additional Scottish Government Grant (Ukraine) 60,245 5,000 Working Programme 65,245 1.1.2 A grant of £2.42m has been awarded from the Scottish governments Net Zero Fund. This will be utilised over two financial years with £2m allocated to 22/23 and the remaining £0.420m included in the 23/24 programme of works. This year’s programme has been updated to reflect the additional £2m funding. 1.1.3 Committee also approved an additional £2.5m EESSH allowance to be utilised during the year if conditions permit. 1.2. New Build Programme 1.2.1 The 2022/23 working programme for new build is £39.436m, with 170 completions expected for the year and is funded as follows: £000 Prudential Borrowing 21,788 Capital Funded from Current Revenue (CFCR) 4,670 Scottish Government Grant 12,978 Total projected resources 39,436 1.3 Council Buy Back Schemes 1.3.1 As part of the 2022/23 Revenue Estimates, the budget provided for the continuation of both the Council’s Empty Homes Purchase Scheme (EHPS) and the Open Market Purchase Scheme (OMPS). This will allow approximately 130 properties to be brought back into Council use. 1.3.2 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 3 properties to be brought back into council use in 2022/23. 1.3.3 Funding requirements for 2022/23 for the Council Buy Back Scheme is made up as follows: Page 158 of 221
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£000 Prudential Borrowing 6,828 Scottish Government Grant Subsidy Income 3,900 244 Total projected resources 10,972 1.3.4 Approval was given at the Housing and Regeneration Committee held on the 24 November 2021 to expand the scheme to acquire homes where this would enable planned common works to progress, with owner occupiers given the option to remain as a Council tenant. It is estimated that this could enable a further 50 properties to be purchased during the year. The target has currently remained at 130 properties due to the current buoyant property market which may lead owners to sell on the open market, although every effort will be made to secure as many suitable properties as possible. 2. Report 2.1 Mainstream 2.1.1 A summary of the mainstream working programme and actual spend to 06 January 2023 (Period 10) is included within Appendix 1, highlighting that at this stage in the financial year: • £55.819m (93% of the working programme) has been legally committed; and • £41.042m (75% of the projected resources) has been spent. 2.1.2 Legal commitments and spend to date are higher than historic trends and the programme is projected to overspend by £1.233m due to increased material costs, approved contractor uplifts and acceleration of some works to offset contractual risks. 2.1.3 In order to support the Scottish Government’s Ukraine Resettlement Programme, the Council is recommissioning two towers (Birkshaw, Wishaw and Highcoats, Coatbridge) previously being prepared for demolition in 2023/24. Appendix 1 has been updated to show the projected costs of £5.255m which will be fully offset fully by Scottish Government funding with no additional cost to the Council. 2.1.4 It is anticipated that the full £2m Net Zero grant allocated to this financial year will be fully spent. 2.2 New Build 2.2.1 A summary of projected outturn spend on the new build programme is contained within Appendix 2. Projected spend totals £42.377m, an overspend of £2.941m, and is funded by Prudential Borrowing, CFCR and Scottish Government Funding. 2.2.2 There are currently nine projects on site at Lindsaybeg Road, Chryston; Dykehead Road, Airdrie; Northburn Place, Airdrie; Community Road, Bellshill; Former Orrs Page 159 of 221
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Building, Airdrie (off-the-shelf purchase); Castlehill Road, Wishaw; Berwick Street, Coatbridge; Gateside Farm, Stepps (off-the-shelf purchase); and Ravenscliff Road, Ravenscraig. 2.2.3 Following a revision of Scottish Water’s surface water policy, the Council is continuing to progress financially viable solutions for connection issues that will allow a contract award to be made at Laburnum Road, Viewpark. 2.2.4 To date, 970 new build homes have been completed as part of the Council’s ambitious new supply programme of 5,000 new homes. Currently, 421 homes are under construction, with 117 homes expected to complete in 2022/23, subject to current delays. 2.2.5 Sites have been identified and approved at Committee for a further 1,346 homes across 35 sites, with site investigations, title checks and design development on these sites progressing. 2.2.6 The Council has appointed contractors who are progressing layouts and designs for several sites, with site investigations underway. 2.3 Council Buy Back Scheme 2.3.1 A summary of projected outturn spend on the Council Buy Back Schemes is also contained within Appendix 2. Projected spend currently totals £6.366m collectively between the Council buy back schemes, £6.098m attributable to EHPS and OMPS and £0.268m to the MTR scheme. This is funded by Prudential Borrowing, Scottish Government Funding and Subsidy Income. 2.3.2 The original target of 130 homes to be purchased through the OMPS in 2022/23 has been revised and the current projection is now 60 homes. This is due to lack of demand along with more homes selling on the open market. This will be reviewed over the remaining periods. 2.3.3 To date, 44 properties have been brought back into use as affordable housing in 2022/23. A Scottish Government grant contribution of £1.5m has been secured for 2022/23, with further funding to be made available depending on progress. 2.3.4 Agreement has been reached with the Scottish Government to apply a sliding scale for buy back grant funding, based on property value as follows: • £35k grant per unit, for homes up to an £80k purchase price • £40k grant per unit, for homes with an £80-£90k purchase price • £45k grant per unit, for homes with a £90-£100k purchase price • £50k grant per unit, for homes with a purchase price above £100k Previously, any buy back purchases were eligible for a maximum grant contribution of £30k per unit. The new scale is applicable to any buy back grant claimed from 6 December 2022. 2.3.5 The final revenue cost of borrowing will equate to a potential drawdown of £0.196m in 2022/23 from the amounts set aside for “Our Ambition” Page 160 of 221
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3. Measures of success 3.1 The successful delivery of the HRA capital programmes, providing high quality housing stock. 4. Supporting documentation 4.1 Appendix 1 – 2022/23 HRA Capital Programme – Mainstream Budget Monitoring Period 10 Appendix 2 – 2022/23 HRA Capital Programme – New Build / Council Buy Back Scheme Budget Monitoring Period 10 Brian Lafferty Chief Officer, Housing Property Services Page 161 of 221
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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 Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The financial implications 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 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? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☒ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ Page 162 of 221
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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? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? All activities undertaken by the Council are subject to risk, and in acknowledging the Council’s approved Risk Management Strategy (September 2012), Services manage these as part of their overall corporate and service planning processes. The current economic climate has the potential to impact upon the Council’s ability to provide quality services within approved budget levels. To minimise risk this report has been prepared by service based Financial Solutions personnel in consultation with budget managers, in accordance with Financial Regulations. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 163 of 221
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Appendix 1 Page 164 of 221
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Appendix 2 Page 165 of 221
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref GT/JM Date 15/02/23 Enterprise and Communities – Capital Monitoring Report From Derek Brown, Depute Chief Executive E-mail telferg@northlan.gov.uk Telephone Greg Telfer, Business Finance Manager, 07583 010692 1. Background 1.1 Financial year 2022/23 is the second year of the 5 year capital programme which was initally approved by the Policy and Strategy Committee on 18 March 2021. Executive Summary This report highlights the financial performance of 2022/23 Enterprise and Communities capital programme for the period ended 6 January 2023 (Period 10). In summary the Service has a total capital budget of £159.192m. At this stage in the financial year the service is currently reporting a requirement to reprofile £23.053m to future years of the current capital planning period. The Council’s Strategic Capital Delivery Group (SCDG) has approved these reprofiling requests under delegated powers and the impact will be reflected in future reports. (see Appendix B). The requirement to reprofile is largely attributable to current market conditions on capital procurement processes resulting in later than anticipated start dates for projects and continuing issues contracts are experiencing with the availability of labour and materials. 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 Committee: (1) Acknowledges the financial position of the 2022/23 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 AGENDA ITEM 12B Page 167 of 221
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1.2 The Enterprise and Communities 2022/23 capital programme of £157.168m was approved by the Policy and Strategy Committee on 17 March 2022. The programme has since been increased by £5.796m relating to carry forwards from 2021/22 and reduced due to £14.505m reprofiling to 2023/24 approved at the Council’s SCDG on 15 September 2022. In addition, a further £10.734m has been received in external funding giving an overall working capital programme of £159.192m. 1.3 The Community Investment Fund Annual Update was presented to Policy and Strategy Committee on 29 September 2022. The report highlighted a reduction in projected resources as a result of higher borrowing costs and lower than anticipated Council Tax growth. Consequently, there was a requirement to reduce the current 5-year capital investment programme by £22.076m. The programme amendments were approved at Policy and Strategy Committee on 1 December 2022. SCDG will work with services to identify the profile of expenditure reductions across the remaining years of the capital programme which may have an impact on resources available during 2022/23. 1.4 The Council’s approved Financial Regulations required services to remain within their approved budgetary provision, and to report all significant deviations – defined as the higher of £0.100m or 5% - within their budget monitoring reports. Where significant deviations were identified, services must provide explanatory commentary, outline the action required to rectify such deviations and where relevant, must also highlight the impact this has on other budget headings. 2. Report 2.1 At Period 10 the service is reporting a requirement to reprofile £23.053m of expenditure to future years of the current capital planning period. This reprofiling request has been approved at the Council’s SCDG on 2 February 2023 and will be refected in future monitoring reports (see Appendix B). Capital budgets and expenditure are summarised into Project/Themes (see Appendix A) 2.2 Assets and Procurement Solutions (£9.658m Underspend) The division has a number of in year variances across programmed activity. The most significant variance relates to the profile of expenditure in the Community Hub projects at Chryston and Carnbroe where updated contractor work programmes indicate £2.286m of expenditure will now be incurred in the new financial year. In addition, an in year underspend of £1.610m is expected within Carbon Management projects as the service has sought to finalise the programme of work and select a preferred bidder. Expenditure will now be incurred during 2023/24. The ASN / Social Work Rationalisation is forecast to underspend by £2.009m this financial year which is mainly for the Bothwellpark project. The planning application for this project has been submitted and progress has been made to formalise the design, however, it is now anticipated this project will complete late 2023. In addition, to allow more accurate scoping works at the Children’s Houses, the cost profile of these works have also been reprofiled to 2023/24. Within Demolitions there is a forecast underspend of £0.537m due to revised timing of the demolition of the Fleming House following ongoing negotiations regarding relocating the rooftop antennas. There are also further in year underspends of £0.221m forecast with the 1140 Programme and £0.276m within Sustainable Estate due to the profiling of costs. In addition, an underspend of £0.211m is expected within future Page 168 of 221
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capital receipts, work contractors have now been appointed for Mid-Forrest Community Growth Area and Napier Residential Site so these funds will be spent next financial year. These are offset in part as projects have been accelerated within Office Rationalisation (£0.455m) These underspends are also partially offset by a combination of compensating variances within the Maintaining Existing Assets Category. Programme acceleration in Health & Safety Works (£0.580m) due to increased costs via tender award and acceleration of required power generator works. Toilet Upgrades are forecast to overspend (£0.415m) as tender returns have come in higher than anticipated. In addition, projects have been accelerated within major maintenance on the Time Capsule Moveable Flooring (£0.300m), and café works at Bellshill Cultural Centre (£0.197m) to assist in managing the overall variance. Re-wire works (£0.863m) and re- roofing projects (£0.317m) are expected to underspend as jobs are now spanning the financial years. The Outdoor Education and Outdoor Spaces theme is reporting an in-year underspend of £3.165m relating to the receipt of additional one-off investment allocations where the spend in now forecast to fall into 2023/24. In addition, a request has been made to approve a budget virement from the Demolitions theme (£0.500m) to support additional costs associated with the pitch programme (See Appendix B). 2.3 Environmental Assets (£7.196m underspend) Infrastructure and Transportation Improvements theme is forecasting an underspend of £2.506m. This is mainly as a result of maximising external funding in Traffic Signals and Pedestrian Crossings (£1.754m), Active Travel Infrastructure (£0.171m), Public Transport Infrastructure (£0.462m) and Drainage and Flood Risk Management (£0.117m). These underspends will be used to offset partly the overspend within the Horsely Brae project of £0.357m. The team are actively completing the tender process and works within this theme will now be completed in 2023/24. There is also an underspend in staffing costs (£0.360m) within this area due to recruitment issues which means there are a number of vacancies within the design team. Cemeteries/Tree Infrastructure is projecting an underspend of £2.711m which is directly linked to the Cemetery Development works at Pather Fam where ground issues have meant a delay in the tendering process. The tender is now expected to be awarded February 2023 and works commencing early in the new financial year. There is also an underspend of £1.973m anticipated in the Roads Asset Management theme this financial year. Within Street Lighting and in-year underspend of £0.953m is attributable to contractor cashflows following tender award. The works will now span into 2023/24. There has also been a delay in the works commencing at the A73 Carlisle / South Biggar Road project which has meant, although the contract has been awarded this financial year, £0.629m of works is expected to slip to 2023/24. In addition to this £0.150m has been identified as a capital saving on this project due to tender prices being lower than anticipated. Works at The Loaning in Motherwell are also expected to be completed next financial year as the service incorporates feedback from ongoing public consultation (£0.240m). Greenspace is currently reporting an underspend of £0.134m. £0.112m has been identified as a capital saving and the remaining £0.022m is being held to offset a staffing pressure within Parks Masterplans due to the temporary recruitment of an additional post this year. Page 169 of 221
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£0.106m is overspent within Replacement of Plant and Machinery and a request is included within appendix B for these funds to be accelerated from 2023/24. 2.4 Planning and Regeneration (£2.981m underspend) The service anticipates as in year underspend in the City Deal programme of £1.296m mainly as a result of delivery timescales for the completion of required work for the West Coast Main Line in partnership with Network Rail. This expenditure forecast now falls into the first quarter of 2023/24. In addition, there are a number of in year underspends in Ambition programmes totalling £1.685m. Similar to other areas of the service, in order to maximise external funding some of the Council funded elements of these projects will now occur later than anticipated in the financial year and will now straddle into the 2023/24. 2.5 Regulatory Services and Waste Solutions (£3.218m underspend) The majority of the underspend relates to the Bellshill Depot (£1.818m) as a result of delays in commencing construction with planned spend continuing into 2023/24. The remaining underspend relates to the Vehicle Replacement Programme in Fleet (£1.399m) and comes as a result of ongoing review of fleet requirements across the Council and the timescales to get delivery of new vehicles. A request has been made to vire these funds into the Bellshill Depot project (See Appendix B). 3. Measures of success 3.1 The Service aim is to be in a balanced budget position at financial year-end 4. Supporting documentation 4.1 Appendix 1 Summary Expenditure by Project/Theme 4.2 Appendix 2 Budget Virement Requests Derek Brown Depute Chief Executive Page 170 of 221
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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 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 have been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 171 of 221
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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. To minimise risk this report was prepared by service based Financial Solutions personnel in consultation with budget managers, in accordance with the Financial Regulations. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 172 of 221
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Appendix 1 Enterprise & Communities Capital Programme 2022/23 1.754 Theme Expenditure Summary 1st April 2022 - 6th January 2023 (PERIOD 10) Thematic Category Revised Budget £ Actual £ Committed £ Uncommitted £ Projected Outturn £ Outturn variance £ ASSET & PROCUREMENT SOLUTIONS Maintaining Existing Assets - windows, re-roofing, re-wiring and condition survey works for the Council's building assets 8,857,868 3,977,165 8,491,779 533,174 9,024,953 (167,085) Carbon Management 2,126,769 334,779 334,779 181,783 516,562 1,610,207 Office Rationalisation (16,849) 63,151 408,151 29,660 437,811 (454,660) Shared Campus 0 0 0 0 0 0 Leisure Development 1,311,349 1,558,329 1,397,260 13,300 1,410,560 (99,211) Health & Wellbeing & Digital Classrooms 411,693 201,509 424,282 38,490 462,772 (51,079) Rationalisation including ASN & Social Work 3,599,432 974,229 1,560,316 30,000 1,590,316 2,009,116 Curriculum Development 863,951 512,572 806,408 0 806,408 57,543 Sustainable Estate 1,474,242 505,720 809,021 389,555 1,198,576 275,666 Outdoor Education and Outdoor Spaces 3,928,176 377,289 762,289 0 762,289 3,165,887 Future Capital Receipts Investments 985,791 153,715 774,434 0 774,434 211,357 Design Fees 1,525,383 582,415 1,469,176 0 1,469,176 56,207 1140 Early Learning and Childcare Expansion 2,191,802 1,208,798 1,298,546 672,189 1,970,735 221,067 Demolitions 1,010,383 83,002 170,640 302,691 473,331 537,052 TOTAL ASSET & PROCUREMENT SOLUTIONS 28,269,990 10,532,673 18,707,083 2,190,841 20,897,924 7,372,067 TOWN AND COMMUNITY HUBS Town and Community Hubs 49,860,100 32,766,273 46,741,429 832,324 47,573,753 2,286,347 TOTAL TOWN AND COMMUNITY HUBS 49,860,100 32,766,273 46,741,429 832,324 47,573,753 2,286,347 ENVIRONMENTAL ASSETS Infrastructure and Transportation Improvements 10,577,727 4,416,950 7,686,662 385,039 8,071,701 2,506,026 Greenspace infrastructure Health & Wellbeing 1,388,179 210,047 385,337 868,677 1,254,014 134,166 Parks Masterplans 2,911,807 1,270,652 1,505,565 1,428,786 2,934,351 (22,545) Environmental Assets replacement of plant and machinery 666,997 507,901 719,981 52,620 772,601 (105,604) Cemeteries/Tree Infrastructure 4,319,311 136,770 450,005 1,158,026 1,608,030 2,711,281 Road Asset Management including street lighting, road improvements and gateway signage 14,590,454 6,267,830 10,901,604 1,716,322 12,617,926 1,972,528 Bin rationalisation project and replacement 137,742 36,374 137,742 0 137,742 0 Play Area Equipment and surface renewal 213,145 112,247 213,145 0 213,145 0 TOTAL ENVIRONMENTAL ASSETS 34,805,362 12,958,771 22,000,042 5,609,467 27,609,510 7,195,852 REGULATORY SERVICES & WASTE SOLUTIONS Contaminated Land and Pollution Control 368,376 349,212 349,212 19,164 368,376 0 Vehicle Replacement Programme 1,448,444 49,040 49,040 0 49,040 1,399,404 Depot Rationalisation and Investment 3,509,776 731,095 1,691,465 0 1,691,465 1,818,311 HWRC Equipment 464,700 186,387 186,387 278,313 464,700 0 TOTAL REGULATORY SERVICES & WASTE SOLUTIONS 5,791,296 1,315,733 2,276,104 297,477 2,573,581 3,217,715 PLANNING & REGENERATION Economic Regeneration 18,450,305 2,951,546 5,194,035 11,571,387 16,765,422 1,684,882 City Deal 18,453,423 9,971,646 16,657,815 803,622 17,461,437 991,986 Enterprise Projects 2,785,022 1,178,124 1,235,991 1,244,814 2,480,805 304,217 Antonine Wall Project 215,013 180,096 184,910 30,103 215,013 0 TOTAL PLANNING & REGENERATION 39,903,763 14,281,412 23,272,751 13,649,926 36,922,676 2,981,085 HOUSING PROPERTY & PROJECTS Water Quailty / Ventilation 561,862 554,792 554,792 7,070 561,862 0 TOTAL HOUSING PROPERTY & PROJECTS 561,862 554,792 554,792 7,070 561,862 0 TOTAL ENTERPRISE & COMMUNITIES 159,192,373 72,409,655 113,552,201 22,587,106 136,139,306 23,053,066 YTD OUTTURN Page 173 of 221
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APPENDIX B Enterprise & Communities Capital Programme 2022-23 - Committee Budget Virement Requests 1st April 2022 - 6th January 2023 (PERIOD 10) Virement request Virement amount £ Thematic category From Thematic category To Committee approval required Acceleration Office Rationalisation 454,660 Office Rationalisation Year 3 Office Rationalisation Year 2 No Maintaining Existing Assets - windows, re-roofing, re- wiring and condition survey works for the Council's building assets 167,085 Maintaining Existing Assets - windows, re-roofing, re-wiYear 3 Maintaining Existing Assets - windows, re-roofing, re-wYear 2 No Leisure Development 99,211 Leisure Development Year 3 Leisure Development Year 2 Environmental Assets replacement of plant and machinery 105,604 Environmental Assets replacement of plant and machinYear 3 Environmental Assets replacement of plant and machinYear 2 No Sub Total Acceleration 826,560 Transfers to future years Town and Community Hubs 2,286,347 Town and Community Hubs Year 2 Town and Community Hubs Year 3 No Rationalisation including ASN & Social Work 2,009,116 Rationalisation including ASN & Social Work Year 2 Rationalisation including ASN & Social Work Year 3 No Carbon Management 1,610,207 Carbon Management Year 2 Carbon Management Year 3 No Sustainable Estate 275,666 Sustainable Estate Year 2 Sustainable Estate Year 3 No 1140 Early Learning and Childcare Expansion 221,067 1140 Early Learning and Childcare Expansion Year 2 1140 Early Learning and Childcare Expansion Year 3 No Future Capital Receipts Investments 211,357 Future Capital Receipts Investments Year 2 Future Capital Receipts Investments Year 3 No Outdoor Education and Outdoor Spaces 3,200,000 Cemeteries/Tree Infrastructure 2,711,281 Cemeteries/Tree Infrastructure Year 2 Cemeteries/Tree Infrastructure Year 3 No Infrastructure and Transportation Improvements 2,125,366 Infrastructure and Transportation Improvements Year 2 Infrastructure and Transportation Improvements Year 3 No Road Asset Management including street lighting, road improvements and gateway signage 1,822,527 Road Asset Management including street lighting, road Year 2 Road Asset Management including street lighting, road improvements and gateway signage Year 3 No Depot Rationalisation and Investment 1,818,311 Depot Rationalisation and Investment Year 2 Depot Rationalisation and Investment Year 3 No Vehicle Replacement Programme 1,399,404 Vehicle Replacement Programme Year 2 Vehicle Replacement Programme Year 3 Yes Economic Regeneration 1,684,882 Economic Regeneration Year 2 Economic Regeneration Year 3 No City Deal 991,986 City Deal Year 2 City Deal Year 5 No Enterprise Projects 304,217 Enterprise Projects Year 2 Enterprise Projects Year 5 No Sub Total Transfer to future years 22,671,734 Internal Virement Demolitions 500,000 Demolitions Year 2 Outdoor Education and Outdoor Spaces Year 3 No 27,552,223 Page 174 of 221
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref: SL Date: 15 February 2023 Contract Award for Provision of Domestic Flooring 2023 - 2027 From Stephen Llewellyn, Chief Officer, Housing Management E-mail Llewellyns@northln.gov.uk Telephone 01698274192/ 07939280680 Executive Summary Committee is asked to approve the award of a contract for the Provision of Domestic Flooring 2023 - 2027(the ‘Contract’) to Spruce Carpets Ltd. The Contract is for a period of 48 months anticipated to commence on 20 February 2023. The value of the Contract shall not exceed eight hundred thousand pounds Sterling (£800,000 exclusive of VAT). Recommendations It is recommended that Committee approves the award of the Contract to Spruce Carpets Ltd. at the maximum value of eight hundred thousand Pounds Sterling (£800,000) exclusive of VAT This recommendation follows the completion of a procurement procedure, where the tender recommended for award has been evaluated as providing the most economically advantageous tender in terms of cost and quality for the Council. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition Statement (12) Ensure our residents are able to achieve, maintain, and recover their independence through appropriate supports at home and in their communities 1. Background 1.1 The requirements of the Contract have never been contracted before by the Council therefore historical contract information is not available. AGENDA ITEM 13A Page 175 of 221
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1.2 Under terms of the Housing (Scotland) Act 1987, the Housing Solutions Team have responsibility for providing temporary housing solutions (temporary accommodation) for service users who have presented to the authority as homeless. As the majority of applicants applying as homeless are presenting in a crisis situation, they do not have any household items available for their use at the time of presentation, therefore the council provide furnished temporary accommodation pending the outcome of their homeless persons application. 1.3 When furnishing the temporary accommodation different types of flooring are used throughout the property, including carpets in the living room, bedrooms and halls and vinyl flooring within kitchens and bathrooms. This call off contract would be used to obtain the flooring required for temporary accommodation throughout North Lanarkshire. 1.4 We may also on occasions use this contract to purchase flooring which is required to be replaced within communal areas of our retirement housing complexes or in any other council properties, as required, following refurbishment works. 1.5 Scotland Excel (SXL) established a framework for Domestic Furniture & Furnishings in 2019. The Council confirmed its participation in the Framework Agreement to SXL and subsequently SXL tendered on our behalf. This framework comprised of 2 Lots, Lot 1 New Furniture and Lot 2 Reuse Furniture, with 7 suppliers (5 in Lot 1 & 2 in Lot 2) all able to service North Lanarkshire Council. 1.6 It is the intention to direct award to the sole supplier of flooring in Lot 2, (Reuse),Flooring – of the Scotland Excel Framework for Domestic Furniture & Furnishings 2019. 2. Report 2.1 A user intelligence group (the ‘UIG’) of technical and procurement representatives was formed to review technical specifications, discuss trading processes, market conditions and trends, ways to maximise community benefits and sustainability and to agree the procurement strategy that would deliver maximum benefit for the Council via the Contract. 2.2 The initial estimated value of the Contract dictated that the procurement procedure be undertaken in accordance with the Public Contracts (Scotland) Regulations 2015. 2.3 The procurement procedure was undertaken as a “Direct Award” from the Scotland Excel framework agreement for Domestic Furniture & Furnishings 2019; Lot 2- Reuse Furniture. 2.4 Further details of the procurement procedure is provided in Appendix 2 and the SME status and location of all tenderers is located within Appendix 3. 2.7 The value of the Contract is eight hundred thousand Pounds Sterling (£800,000) exclusive of VAT including any option to extend the Contract. 2.8 The costs associated with contract delivery will be contained within the Revenue and Capital budget for Housing Services. Page 176 of 221
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Price Savings / Increases 2.9 The pre-tender whole life estimate for the Contract was £800,000 This estimate has been provided following a review of annual spend on flooring within our housing localities and averaging spend across the localities. We have also considered future potential increases in material and labour costs when estimating spend forecasts. Price Stability 2.10 Pricing in this contract will remain static for the first year with potential increases being applied in future years following discussion with the service. Community Benefits 2.11.1 The Council is committed to maximising the delivery of community benefits. The procurement included a community benefit requirement, this approach is designed to deliver local community benefits where possible. 2.11.2 Within their tender, Spruce Carpets Ltd. committed to deliver the following community benefits within the Contract: Community Benefit Type Quantity Committed Business Monitoring and Advice to support an SME / Social Enterprise / Voluntary Organisation. 2 Financial Support for a Community Project / Organisation 2 Business Event / Briefing to promote supply chain opportunities 2 Non-financial support for a Community Project /Organisation 2 Educational Visits 2 2.11.3 The council will seek confirmation of Community Benefit Deliverables for this call off contract from the sole supplier. Fair Work First 2.12 Within their tender submission, Spruce Carpets Ltd advised that they commit to the following areas of the Scottish Governments “Fair Work First” initiative: They will pay the real living wage to all employees; they are committed to equal opportunities and actively support flexible working patterns. Other benefits include training and development opportunities and healthcare. Page 177 of 221
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Contract Strategy 2.13 Officers from Housing Services, Central Housing Solutions Team will be responsible for managing the Contract which will be undertaken in accordance with the Councils agreed approach to contract and supplier management. 3. Measures of success The Contract will deliver the following outcomes; 3.1 In providing floor coverings within council owned temporary accommodation which is offered to applicants who present to the council as homeless, this contract will contribute to ensuring the Housing service meet their statutory obligation in terms of the Housing (Scotland) Act 1987. 3.2 In calling off from Lot 2 – Reuse Furniture of the SXL Framework the contract will contribute to government and local targets set in reducing the local and global environmental impact of our consumption and production by reusing flooring that would otherwise be transferred to landfill sites. 4. Supporting documents Appendix 1 Summary of Tender Evaluation Process Appendix 2 Summary of Procurement Process Appendix 3 SME Status and Location of All Tenderers Stephen Llewellyn Chief Officer, Housing Management Page 178 of 221
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People 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? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 179 of 221
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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 using this contract we will be contributing to both government and local targets set in reducing the local and global environmental impact of our consumption and production by reusing flooring that would otherwise be transferred to landfill sites. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g., Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 180 of 221
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Appendix 1 – Summary of Tender Evaluation Process Final Rank Tenderer Name Total Tender Score (%) Recommended for Contract Award (Y / N) 1 Spruce Carpets Limited n/a Yes Page 181 of 221
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Appendix 2 – Summary of Procurement Process Response CPT Contract Reference Allocated: NLC-CPT-22-101 Tender Platform Utilised: PCS-Tender (PCST) Procurement Procedure Utilised: Direct Award Governing Legislation / Regulations: Public Contracts (Scotland) Regulations 2015 Date Contract Strategy Approved: 22 November 2022 Date Contract Notice Published: 10 January 2023 Tender Return Deadline: 16 January 2023 Number of Tenders Received: One Where Only One Tender Is Received, Why?: This was a direct award from the Scotland Excel Framework for ‘Domestic Furniture & Furnishings 2019’, ‘Lot 2 – Reuse Furniture’. Lot 2 within this framework covers four product categories one of which is flooring, and Spruce carpets were the sole contractor for flooring within this Lot. Tenders Received from SME’s: One Tenders Received from NLC Based Tenderers: None Number of Non−compliant Tenders: None Number of Compliant Tenders: One Number of Recommended Tenderers: One Basis of Contract Award: Quality: 50% Price: 50% Evaluation Team: Officers from Procurement and Housing Operations Anticipated Contract Start Date: 20 February 2023 Total Contract Period (Months): 48 months Maximum Total Contract Value: £800,000 Page 182 of 221
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Appendix 3 – SME Status and location of all Tenderers Name of Tenderer Size of Tendering Organisation (Micro, Small, Medium or Large) Location (Local Authority / Council Area) Spruce Carpets Ltd Small Glasgow, Glasgow City Council Page 183 of 221
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref: SS/SL Date: 15 February 2023 Contract Award for Replacement of Windows and Doors (2023 – 2025) From Chief Officer of Housing Property Services E-mail laffertyb@northlan.gov.uk Telephone Siobhan Starbuck, Contract Strategy Manager – 07583 062739 Executive Summary The Housing Committee (the Committee”) is asked to approve the award of a contract for the Replacement of Windows and Doors (2023 – 2025) (the ‘Contract’) to: • Lot 1 – Walker Profiles Limited • Lot 2 – Belac Group Limited The Contract is for an initial period of nine (9) months anticipated to commence on 03 April 2023. The Council reserves the right to extend the Contract for additional periods up to a maximum of a further 12 months. The maximum value of the Contract shall not exceed Fifteen Million Pounds Sterling (£15,000,000.00) exclusive of VAT. The value of the Contract is split across both lots with £10,000,000 applicable to Lot 1, and £5,000,000.00 applicable to Lot 2. As a “Measured Term Contract” form of agreement, the value of the Contract is pertinent to demand therefore there is no guarantee that the Councils spends any or all of the awarded contract value. Recommendations It is recommended that Committee approves the award of the Contract at the maximum value of Fifteen Million Pounds Sterling (£15,000,000.00) exclusive of VAT to: • Walker Profiles Limited for Lot 1 up to the maximum value of Ten Million Pounds Sterling (£10,000,000.00) exclusive of VAT • Belac Group Limited. for Lot 2 up to the maximum value of Five Million Pounds Sterling (£5,000,000.00) exclusive of VAT This recommendation follows the completion of a procurement procedure, where the tender recommended for award has been evaluated as providing the most economically advantageous tender in terms of cost and quality for the Council. AGENDA ITEM 13B Page 185 of 221
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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 1. Background 1.1 The requirements within the Contract are currently under contract. This contract is due to expire on 26 March 2023 with the Contract detailed within this report due to supersede it. 1.2 As part of the Councils ongoing “Capital Programme”, there is a requirement for window and door replacements throughout the Councils housing stock including ‘four in a block’, semi- detached, low rise and high rise properties etc. 1.3 The scope of works within the Contract includes but is not limited to the following: • Removal of existing finishes, removing doors/composite screens, • removing timber or UPVC windows of various sizes; • removing existing plumbing and electrical installations (where it presents an issue with new installs, etc.); • supply and fit of like for like replacement doors and windows of various size, any mineral wool slab cavity barriers, any associated pointing and mastic works; • new kitchen and bathroom ventilation, axial fans to windows, refixing etc; and • reinstating any previously removed installations including fans etc. or finishes including paint and plaster. 1.4 To enable adequate service provision, the requirements of the Contract have been split across two (2) lots, with each lot having a set maximum value of work orders the appointed contractors could be issued. This approach allows the Council to spread the workload across multiple contractors therefore ensuring delivery of requirements can be met depending on appointed contractor’s availability and capacity at time of order. 1.5 Accordingly, tenderers were free to bid for both lots 1 and 2 however, should a tenderer be recommended for lot 1, their tender for lot 2 (if bidding for both lots) would be excluded on the basis of the Councils intention to appoint a single / separate contractor to each lot. 2. Report 2.1 A user intelligence group (the ‘UIG’) of technical and procurement representatives was formed to review technical specifications, discuss trading processes, market conditions and trends, ways to maximise community benefits and sustainability and to agree the procurement strategy that would deliver maximum benefit for the Council via the Contract. 2.2 The initial estimated value of the Contract dictated that the procurement procedure be undertaken in accordance with the Public Contracts (Scotland) Regulations 2015. An advert for the contract opportunity was published on the Public Contracts Scotland and the UK Find a Tender (FTS) website. Page 186 of 221
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2.3 The procurement procedure was undertaken as an “Open Procedure” Based on the evaluation criteria and scoring methodology set out in the invitation to tender package within the procurement procedure, an evaluation of tender responses was completed by members identified by the UIG. Selection stage responses were assessed first and compliant tenderers that satisfied / declared that they met the published minimum selection stage criteria progressed to the award stage evaluation. Following identification of the recommended tenderer(s), their selection stage responses were assessed in more detail to ensure they satisfied the minimum selection stage criteria applied 2.4 The Contract award recommendation is made on the basis of the two tenderers who submitted the most economically advantageous tender. 2.5 The tender(s) as detailed below have been evaluated as representing the most economically advantageous tenders for this Contract: • Lot 1 – Walker Profiles Limited • Lot 2 – Belac Group Limited 2.6 Appendix 1 confirms the scoring achieved by each tenderer, further details of the procurement procedure is provided in Appendix 2 and the SME status and location of all tenderers is located within Appendix 3. 2.7 The maximum value of the Contract shall not exceed Fifteen Million Pounds Sterling (£15,000,000.00) exclusive of VAT. The value of the Contract is split across both lots with £10,000,000 applicable to Lot 1, and £5,000,000.00 applicable to Lot 2 2.8 The costs associated with contract delivery will be contained within the Housing Capital budget for Housing Property Services. Price Savings / Increases 2.9 The pre-tender whole life estimate for the Contract was £15,000,000.00. This is the maximum value of the Contract as identified and set by the Council and as a measured term contract there is no obligation on the Council to spend any or all of this value. When comparing rates to with the existing contract tendered in 2019, tendered rates for this Contract have increased by approximately 40%. These increased costs can be attributed to a multitude of factors including the Covid pandemic, the ongoing war in Ukraine, increased construction material costs, and increased labour costs brought about by the sharp rise in inflation and other cost of living pressures i.e. utility / fuel costs. As a result of the increased costs associated with the Contract, there will be a subsequent reduction in the number of homes to be included within this phase of the Council’s Windows and Doors Replacement Programme when compared to the previous contract. Price Stability Page 187 of 221
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2.10 Contract pricing is fixed until January 2024. Thereafter, prices will be adjusted quarterly by the application of the RICS BCIS General Building Cost Price Index which is an industry standard approach. Community Benefits 2.11.1 The Council is committed to maximising the delivery of community benefits. The procurement included a community benefit requirement, this approach is designed to deliver local community benefits where possible. 2.11.2 Within their tender, the two recommended contractors committed to deliver the following community benefits within the Contract: Lot 1 - Walker Profiles Limited Community Benefit Type Quantity Committed New Job for an Individual from a Priority Group (Full Time) 1 New Job for an Apprentice from a Priority Group (Full Time) 1 Educational Visits 3 Educational Workplace Visit 3 Work Experience Placement for an individual16+ years of age 3 Financial Support for a Community Project / Organisation 2 Non-financial Support for a Community Project / Organisation 2 Lot 2 - Belac Group Limited Community Benefit Type Quantity Committed New Job for an Individual from a Priority Group (Full Time) 1 New Job for an Individual not from a Priority Group (Full Time) 1 New Job for an Apprentice from a Priority Group (Full Time) 1 Educational Sponsorship 1 Financial Support for a Community Project / Organisation 1 2.11.3 The community benefits delivered as part of the Contract includes the creation of jobs or apprenticeships. Fair Work First 2.12 Within their tender submission, the two appointed contractors provided responses to demonstrate their commitment to the Scottish Governments “Fair Work First” initiative as detailed below: For Lot 1, the Walker Profiles Limited included (but was not limited to) confirmation that their company’s approach is aligned to ‘Fair Work First’, they have numerous company policies Page 188 of 221
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including: - Equal Opportunities, Flexible Working, and Professional Development in place, and that they are a Real Living Wage Employer For Lot 2, the Belac Group Limited included (but was not limited to) confirming that they are a Real Living Wage Employer, do not utilise zero hour contracts, have regular communication events with their employees and have programme of training and development available to their staff. Contract Management 2.13 Officers from Housing Property Services will be responsible for managing the Contract which will be undertaken in accordance with the Councils agreed approach to contract and supplier management. 3. Measures of success The Contract will deliver the following outcomes; 3.1 the appointment of a Service Provider who has the experience and capability to deliver an innovative, high quality and responsive service; 3.2 conclusion of a procurement procedure that is compliant with procurement legislation and internal procedures; 3.3 confirmation that Best Value is both demonstrable and achieved; and, 3.4 delivery of a range of Community Benefits. 4. Supporting documents Appendix 1 Summary of Tender Evaluation Process Appendix 2 Summary of Procurement Process Appendix 3 SME Status and Location of All Tenderers Brian Lafferty Chief Officer of Housing Property Services Page 189 of 221
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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? This Contract will work towards improving outcomes for people and communities by assisting the Council to reduce inequalities of outcomes caused by socio-economic disadvantage. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☒ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The value of the Contract is Fifteen Million Pounds Sterling (£15,000,000) exclusive of VAT including any option to extend the Contract. The costs associated with contract delivery will be contained within the HRA Capital budget for Housing Property Services 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? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☒ No ☐ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 190 of 221
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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 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? The Contract has the following environmental impacts: encourage sustainable and safe environment; promote health and wellbeing; safe removal and disposal of materials. The proposed contractor was required to be BS EN ISO 14001 (or equivalent) and BS EN ISO 9001 (or equivalent) accredited and has provided appropriate evidence of accreditation. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g., Corporate or Service or Project Risk Registers), and how they are managed? Risk will be minimised and managed by a designated Contract manager in accordance with the specification and in line with the Council’s agreed approach to Contract and Supplier Management. The proposed contractors are required to be UKAS (BS EN ISO 45001) accredited and provided appropriate evidence of their accreditation. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 191 of 221
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Appendix 1 – Summary of Tender Evaluation Process Lot 1 Final Rank Tenderer Name Total Tender Score (%) Recommended for Contract Award (Y / N) 1 Walker Profiles Limited 92.34% Yes 2 Belac Group Limited 92.14% No 3 Sidey Solutions Limited 90.84% No 4 CR Smith Manufacturing Limited 86.17% No Lot 2 Final Rank Tenderer Name Total Tender Score (%) Recommended for Contract Award (Y / N) 1 Bell Decorating Group Limited 94.16% No 1 2 Belac Group Limited 92.80% Yes 3 Sidey Solutions Limited 89.89% No 4 CR Smith Manufacturing Limited 86.68% No 5 Sovereign Group Limited 78.56% No 1 Following their identification as submitting the most economically advantageous tender for Lot 2, the Council requested evidence from Bell Decorating Group Limited to corroborate initial responses to the SPD (Scotland) to demonstrate that they met the Council’s minimum requirements in terms of eligibility, business probity, financial standing, experience etc. During this process, the evaluation panel jointly agreed that Bell Decorating Group Limited failed part of this assessment therefore they could not be recommended for award of Lot 2. Thereafter, the same process to obtain evidence to corroborate SPD (Scotland) responses was undertaken with the next ranked tenderer to determine if they met the Council’s minimum requirements which the evaluation panel jointly agreed that they did. Page 192 of 221
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Appendix 2 – Summary of Procurement Process Response CPT Contract Reference Allocated: NLC-CPT-21-163 Tender Platform Utilised: PCS-Tender (PCST) Procurement Procedure Utilised: Open Procedure Governing Legislation / Regulations: Public Contracts (Scotland) Regulations 2015 Date Contract Strategy Approved: 10 October 2022 Date Contract Notice Published: 20 October 2022 Total Expressions of Interest Received: 17 SME % of Expressions of Interest: 52% NLC Based % of Expressions of Interest: 47% Tender Return Deadline: 12 Noon, 21 November 2022 Number of Tenders Received: Eight (8) Total: Lot 1 – Six (6) / Lot 2 – Eight (8) 2 Tenders Received from SME’s: Six (6) Tenders Received from NLC Based Tenderers: Five (5) 3 Number of Non−compliant Tenders: Two (2) Number of Compliant Tenders: Six (6) Total: Lot 1 – Four (4) / Lot 2 – Six (6) Number of Recommended Tenderers: Two (2) Basis of Contract Award: Quality: 40% Price: 60% Evaluation Team: Officer from Housing and Projects Anticipated Contract Start Date: 03 April 2023 Total Contract Period (Months): 9 + 12 (in 4 x 3 month increments) Maximum Total Contract Value: £15,000,000.00 2 Tenderers were free to bid for a single or both lots. All tenderers bid for lot 2 however six only bid lot 1. 3 Although not having their registered address in North Lanarkshire, some tenderers advised that they operate from premises within North Lanarkshire Page 193 of 221
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Appendix 3 – SME Status and location of all Tenderers Name of Tenderer Size of Tendering Organisation (Micro, Small, Medium or Large) Location (Local Authority / Council Area) Belac Group Limited Medium North Lanarkshire Bell Decorating Group Limited Large North Lanarkshire CCG (Scotland) Limited Large South Lanarkshire CR Smith Manufacturing Limited Medium Fife Procast Building Contractors Limited Medium South Lanarkshire Sidey Solutions Limited Medium Perth and Kinross Sovereign Group Limited Medium Lancashire Walker Profiles Limited Medium North Lanarkshire Page 194 of 221
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref: HO EE 22 078 Date: 15 February 2023 Contract Award for MTC Battery Storage and PV Panels (2023-2026) From Chief Officer, Housing Property Services E-mail Starbucks@northlan.gov.uk Telephone Siobhan Starbuck Contract Support Manager 07583 062739 Executive Summary Committee is asked to approve the award of a MTC contract for Battery Storage and PV Panels (2023-2026) (the ‘Contract’) to Saltire Facilities Management Ltd. The Contract is for an initial period of 10 months anticipated to commence in April 2023. The Council reserves the right to extend the Contract for additional periods up to a maximum of a further 24 months. (8 x 3 months optional extension periods). The value of the Contract shall not exceed Nine Million Pounds Sterling (£9,000,000) exclusive of VAT. Recommendations It is recommended that Committee approves the award of the Contract to Saltire Facilities Management Ltd. at the maximum value of Nine Million Pounds Sterling (£9,000,000) exclusive of VAT This recommendation follows the completion of a procurement procedure, where the tender recommended for award has been evaluated as providing the most economically advantageous tender in terms of cost and quality for the Council. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition Statement (1) Ensure a housing mix that supports social inclusion and economic growth AGENDA ITEM 13C Page 195 of 221
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1. Background 1.1 The contract contains some new requirements, however some aspects are delivered within an existing contract with Saltire Facilities Management Ltd. This contract is due to expire on 12 August 2024. This contract is in addition to the contract currently in place. 1.2 This procurement was carried out as a single lot. 1.3. This procurement is an above GPA threshold regulated procurement and has been discharged as a single-stage procurement process. 2. Report 2.1 A user intelligence group (the ‘UIG’) of technical and procurement representatives was formed to review technical specifications, discuss trading processes, market conditions and trends, ways to maximise community benefits and sustainability and to agree the procurement strategy that would deliver maximum benefit for the Council via the Contract. 2.2 The initial estimated value of the Contract dictated that the procurement procedure be undertaken in accordance with the Public Contracts (Scotland) Regulations 2015. An advert for the contract opportunity was published on the Public Contracts Scotland and the UK Find a Tender (FTS) website. 2.3 The procurement procedure was undertaken as an “Open Procedure” Based on the evaluation criteria and scoring methodology set out in the invitation to tender package within the procurement procedure, an evaluation of tender responses was completed by members identified by the UIG. Selection stage responses were assessed first and compliant tenderers that satisfied / declared that they met the published minimum selection stage criteria progressed to the award stage evaluation. Following identification of the recommended tenderer, their selection stage responses were assessed in more detail to ensure they satisfied the minimum selection stage criteria applied 2.4 The Contract award recommendation is made on the basis of the tenderer who submitted the most economically advantageous tender. 2.5 The tender submitted by Saltire Facilities Management Ltd has been evaluated as representing the most economically advantageous tender for this Contract. 2.6 Appendix 1 confirms the scoring achieved by each tenderer, further details of the procurement procedure is provided in Appendix 2 and the SME status and location of all tenderers is located within Appendix 3. 2.7 The value of the Contract is Nine Million Pounds Sterling (£9,000,000) exclusive of VAT including any option to extend the Contract. 2.8 The costs associated with contract delivery will be contained within the HRA Capital budget set for each financial year. Price Savings / Increases Page 196 of 221
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2.9 Contract pricing is fixed until January 2024. Thereafter, prices will be adjusted annually by the application of the RICS BCIS General Building Cost Price Index. Price Stability 2.10 Schedule of Rates with prices for adjustment by overall percentage and annual RICS BCIS fluctuation percentage Community Benefits 2.11.1 The Council is committed to maximising the delivery of community benefits. The procurement included a community benefit requirement, this approach is designed to deliver local community benefits where possible. 2.11.2 Within their tender, Saltire Facilities Management Ltd committed to deliver the following community benefits within the Contract: Community Benefit Type Quantity Committed New Entrants – Key Priority Group 1 New Start - Apprentice 1 Work Experience Placement – 16+ years of age 2 Work Experience Placement – 14-16 years of age 2 Careers Event 3 Site Visits 3 School Mentoring or Enterprise Programme 3 Financial Support for a Community Project 1 Non-Financial Support for a Community Project 2 2.11.3 The community benefits delivered as part of the Contract includes the creation of jobs or apprenticeships. Fair Work First 2.12 Within their tender submission, Saltire Facilities Management Ltd advised that they commit to the following areas of the Scottish Governments “Fair Work First” initiative: • Living Wage Foundation Accredited member • No zero hours contracts • Flexible working and supportive of a wider work life balance • Promote diversity, equality, and fair employment practices • Support for learning and development, are supportive of further education opportunities for employees • Gender balance and wider representative workforce Page 197 of 221
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Contract Strategy 2.13 Officers from Housing Property and Projects will be responsible for managing the Contract which will be undertaken in accordance with the Councils agreed approach to contract and supplier management. 3. Measures of success The Contract will deliver the following outcomes; 3.1 the appointment of a Service Provider who has the experience and capability to deliver an innovative, high quality and responsive service; 3.2 conclusion of a procurement procedure that is compliant with procurement legislation and internal procedures; 3.3 confirmation that Best Value is both demonstrable and achieved; and, 3.4 delivery of a range of Community Benefits. 4. Supporting documents Appendix 1 Summary of Tender Evaluation Process Appendix 2 Summary of Procurement Process Appendix 3 SME Status and Location of All Tenderers Brian Lafferty Chief Officer, Housing Property Services Page 198 of 221
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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? This Contract will work towards improving outcomes for people and communities by assisting the Council to reduce inequalities of outcomes caused by socio-economic disadvantage. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☒ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The value of the Contract is Nine Million Pounds Sterling (£9,000,000) exclusive of VAT including any option to extend the Contract. The costs associated with contract delivery will be contained within the HRA Capital budget for Housing Property and Projects. 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? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☒ No ☐ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 199 of 221
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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 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? The Contract has the following environmental impacts: encourage sustainable and safe environment; promote health and wellbeing; safe removal and disposal of materials. The proposed contractor was required to be BS EN ISO 14001 (or equivalent) and BS EN ISO 9001 (or equivalent) accredited and has provided appropriate evidence of accreditation 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g., Corporate or Service or Project Risk Registers), and how they are managed? Risk will be minimised and managed by a designated Contract manager in accordance with the specification and in line with the Council’s agreed approach to Contract and Supplier Management. The proposed contractor was required to be UKAS (BS EN ISO 45001) accredited and provided appropriate evidence of their accreditation. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 200 of 221
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Appendix 1 – Summary of Tender Evaluation Process In the Award Stage, tenderers’ price scores were added to their quality scores to obtain their final tender scores. Only the first ranking tenderer from Award Stage underwent Selection Stage evaluation. Details are contained in the tables below. Table 1: Stage 1 – Award Stage Evaluation Final Rank Tenderer Name Total Tender Score (%) Recommended for Contract Award (Y / N) 1 Saltire Facilities Management Ltd 96.75 Y 2 BRB Electrical Ltd 91.11 N 3 Emtec Group 90.76 N 4 Everwarm Ltd 89.59 N 5 Procast Building Contractors Ltd Disqualified Table 2: Stage 2 – Selection Stage Evaluation Outcome Tenderer Name Part 3 A, B, C & D Part 4 A & B Part 4 C Part 4 D Selection Requirements Met? (Yes/No) Selection Criteria Selection Criteria Selection Criteria Selection Criteria Pass/Fail Pass/Fail Score (min = 50) Pass/Fail Saltire Facilities Management Ltd Pass Pass 71.11 Pass Yes Page 201 of 221
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Appendix 2 – Summary of Procurement Process Response CPT Contract Reference Allocated: NLC-NLP-22-063 Tender Platform Utilised: PCS Mailbox (PCS) Procurement Procedure Utilised: Open Procedure Governing Legislation / Regulations: Public Contracts (Scotland) Regulations 2015 Date Contract Strategy Approved: Insert Date Date Contract Notice Published: 20 October 2022 Tender Return Deadline: 21 November 2022 Number of Tenders Received: 5 Tenders Received from SME’s: 4 Tenders Received from NLC Based Tenderers: 2 Number of Non−compliant Tenders: 1 Number of Compliant Tenders: 4 Number of Recommended Tenderers: 1 Basis of Contract Award: Quality: 40% Price: 60% Evaluation Team: Staff from Housing Property and Projects Anticipated Contract Start Date: 03 April 2023 Total Contract Period (Months): 10 months plus optional 24 months Maximum Total Contract Value: £9,000,000 Page 202 of 221
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Appendix 3 – SME Status and location of all Tenderers Name of Tenderer Size of Tendering Organisation (Micro, Small, Medium or Large) Location (Local Authority / Council Area) Saltire Facilities Management Ltd Medium North Lanarkshire Council BRB Electrical Ltd Small Glasgow City Council Emtec Group Medium North Lanarkshire Council Everwarm Ltd Large West Lothian Council Procast Building Contractors Ltd Medium South Lanarkshire Council Page 203 of 221
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North Lanarkshire Council Report Housing Services Committee Does this report require to be approved? ☒ Yes ☐ No Ref: Date: 15 February 2023 Contract Award for Garden Assistance Scheme 2023 – 2025 (Lot 1 – Mini-Competition) From Stephen Llewellyn, Chief Officer, Housing Management E-mail Llewellyns@northlan.gov.uk Telephone: 01698 274192 / 07939280680 Executive Summary Committee is asked to homologate the award of a Call-Off contract for Garden Assistance Scheme (Lot 1) 2023 – 2025 (the ‘Contract’) to Id Verde Ltd. The Call-Off Contract is for a period of 24 months anticipated to commence on 06 March 2023. The value of the Call-Off Contract shall not exceed One Million Two Hundred Thousand Pounds Sterling (£1,200,000) exclusive of VAT. Recommendations It is recommended that Committee homologates the award of the Call-Off Contract to Id Verde Ltd at the maximum value of One Million Two Hundred Thousand Pounds Sterling (£1,200,000) exclusive of VAT. This recommendation follows the completion of a procurement procedure, where the tender recommended for award has been evaluated as providing the most economically advantageous tender in terms of cost and quality for the Council. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition Statement (17) Ensure we keep our environment clean, safe, and attractive 1. Background 1.1 The requirements within the Call-off Contract are currently under contract with Tivoli Group Ltd. This contract is due to expire on 5 March 2023 with the Call-off Contract detailed within this report due to supersede it. AGENDA ITEM 14 Page 205 of 221
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1.2 The Housing Service currently provides a Garden Assistance Scheme for elderly and infirm tenants/residents of North Lanarkshire. The service is provided free of charge for Council tenants and on a chargeable basis for Owner Occupiers and tenants of other Registered Social Landlords or Private Landlords. 1.3 Through this Call-Off Contract service users receive 9 grass cuts, 3 hedge cuts, 2 weedkills and 2 occurrences of edging throughout the growing season between approximately March and October each year. 1.4 The Garden Assistance Scheme is currently serviced in 2 Lots, with each Lot covering a different geographical area of North Lanarkshire. Lot 1 serves the North Areas of North Lanarkshire including Coatbridge, Airdrie, Cumbernauld, Kilsyth, Moodiesburn, Bargeddie and surrounding areas, and Lot 2 serves the South areas including Bellshill, Motherwell, Wishaw, Shotts and surrounding areas. 1.5 In 2020 the service procured a Framework Agreement specifically for services required to provide the Garden Assistance Scheme for tenants and residents for the period 2021 – 2024, with the option to extend the contract for a further year until 2025. 1.6 There are currently three companies on the Framework Agreement for Lot 1 of the Garden Assistance Scheme, each of these companies are able to service the requirements of the contract however due to the financial impact of the Covid pandemic and the ongoing increases in the cost of living and fuel charges each of the companies have expressed and inability to provide the services for Lot 1 at the originally agreed price in the Framework Agreement. 1.7 It was agreed, to allow us to continue to provide a garden service for the remaining term of the contract that we would carry out a mini-competition between the contractors on the framework, whereby we would carry forward the quality scores from the original tender exercise and allow the contractors to resubmit the pricing schedule allowing us to award the remaining term of the contract to the company providing the most economically advantageous service. 1.8 While there is only one year of the original contract left to be serviced, the original Framework Agreement did have the option to extend for one year. It was agreed it would be less favourable for contractors to incur the costs of obtaining the additional machinery etc required to service this Call-Off Contract for one year and that we would be likely obtain more favourable responses by taking in the original extension year that was available through the Framework Agreement and offering this as a two-year Call-Off Contract for the period 2023 -2025. 2. Report 2.1 A user intelligence group (the ‘UIG’) of technical and procurement representatives was formed to review technical specifications, discuss trading processes, market conditions and trends, ways to maximise community benefits and sustainability and to agree the procurement strategy that would deliver maximum benefit for the Council via the Call-Off Contract. 2.2 The initial estimated value of the Call-Off Contract dictated that the procurement procedure be undertaken in accordance with the Public Contracts (Scotland) Regulations 2015. Page 206 of 221
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2.3 The procurement procedure was undertaken as a “Mini Competition” from the Council’s own framework agreement for the Garden Assistance Scheme and Ad-Hoc Garden Works 2021 – 2024, Lot 1 (North) Garden Assistance Scheme. 2.4 The Contract award recommendation is made on the basis of the tenderer who submitted the most economically advantageous tender. 2.5 The tender(s) submitted by Id Verde Ltd has been evaluated as representing the most economically advantageous tender for this Contract. 2.6 Appendix 1 confirms the scoring achieved by each tenderer, further details of the procurement procedure is provided in Appendix 2 and the SME status and location of all tenderers is located within Appendix 3. 2.7 The value of the Contract is One Million Forty-Two Thousand One Hundred and Seven Pounds Sterling (£1,042,107) exclusive of VAT. 2.8 The costs associated with contract delivery will be contained within the Revenue and Capital budget for Housing Services. Price Savings / Increases 2.9 The pre-tender wholelife estimate for the Call-Off Contract was £1,200,000. The pre-tender estimate was based on the current number of service users utilising the service against the current spend, taking account of current trends in price increases / inflation etc. The provision of this service is demand led and therefore the actual spend may vary marginally from the contract value. Price Stability 2.10 The price for the services provided is fixed for the 24-month term of the Call-Off Contract. Community Benefits 2.11.1 The Council is committed to maximising the delivery of community benefits. The procurement included a community benefit requirement, this approach is designed to deliver local community benefits where possible. 2.11.2 Within their tender, Id Verde Ltd. committed to deliver the following community benefits within the Contract: Community Benefit Type Quantity Committed New Job for an Apprentice from a Priority Group 2 Page 207 of 221
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Educational Support & Skills transfer 1 Non-financial Support for a Community Project / Organisation 2 Educational Visits 2 2.11.3 The community benefits delivered as part of the Call-Off Contract includes the creation of jobs or apprenticeships. Fair Work First 2.12 Within their tender submission, Id Verde Ltd advised that they will commit to the following areas of the Scottish Governments “Fair Work First” initiative: • They are committed to having all employees paid the Living Wage or higher; • They do not use zero hour contracts; • They are an Equal Opportunities Employer who actively aim to address the gender balance; • They offer flexible working where possible to accommodate work life balance; • They offer a Pension Scheme; Childcare vouchers; Occupational Health Surveillance and an Employee Assistance Programme. Contract Management 2.13 Officers from Housing Solutions will be responsible for managing the Contract which will be undertaken in accordance with the Councils agreed approach to contract and supplier management. 3. Measures of success The Call-Off Contract will deliver the following outcomes; 3.1 This Call-Off Contract will provide a Garden Assistance Scheme to elderly and infirm tenants and residents living in the Northern areas of North Lanarkshire (Coatbridge, Airdrie, Cumbernauld. Moodiesburn, Bargeddie and surrounding areas). It will provide service users with 9 grass cuts with edging on 2 of these visits, 3 hedge cuts and 2 weedkills throughout the growing season between approximately March and October each year. 4. Supporting documents Appendix 1 Summary of Tender Evaluation Process Appendix 2 Summary of Procurement Process Appendix 3 SME Status and Location of All Tenderers Stephen Llewellyn Chief Officer of Housing Management Page 208 of 221
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5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The Garden Assistance Scheme has a positive impact on residents with the protected characteristics of age and disability as it provides a service for elderly and disabled tenants/ residents of North Lanarkshire to assist them with the maintenance and upkeep of the garden area at their property. This may assist in enabling elderly / disabled tenants and residents to live independently within the community. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts have been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ Page 209 of 221
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If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The contractor appointed to this contract will recycle all garden waste arising from the grass cuts appropriately within the tenants / resident’s garden waste bins, contributing to the council and national targets for the recycling of garden waste. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 210 of 221
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Appendix 1 – Summary of Tender Evaluation Process Final Rank Tenderer Name Total Tender Score (%) Recommended for Contract Award (Y / N) 1 Id Verde Ltd 94.80% Y 2 Glendale Grounds Management Ltd 92.70% N 3 Tivoli Group Ltd 84.57% N Page 211 of 221
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Appendix 2 – Summary of Procurement Process Response CPT Contract Reference Allocated: NLC-CPT-22-141 Tender Platform Utilised: PCS-Tender (PCST) Procurement Procedure Utilised: Mini Competition Governing Legislation / Regulations: Public Contracts (Scotland) Regulations 2015 Date Contract Strategy Approved: 13 December 2022 Date Contract Notice Published: 13 December 2022 Number of Companies Invited to Take Part: Three SME % of Expressions of Interest: 67% NLC Based % of Expressions of Interest: 0% Tender Return Deadline: 21 December 2022 Number of Tenders Received: Three Tenders Received from SME’s: Two Tenders Received from NLC Based Tenderers: None Number of Non−compliant Tenders: None Number of Compliant Tenders: Three Number of Recommended Tenderers: One Basis of Contract Award: Quality: 30% Price: 70% Evaluation Team: Karen McGettigan, Housing Operations Manager, Price Evaluator; Tracey Paterson, Senior Clerical Assistant, Price Evaluator; Jennifer Lauder, Senior Clerical Assistant, Price Evaluator Anticipated Contract Start Date: 06 March 2023 Total Contract Period (Months): 24 Months Maximum Total Contract Value: £1,200,000 Page 212 of 221
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Appendix 3 – SME Status and location of all Tenderers Name of Tenderer Size of Tendering Organisation (Micro, Small, Medium or Large) Location (Local Authority / Council Area) Id Verde Ltd Large Warwickshire Glendale Grounds Management Ltd Medium Lancashire Tivoli Group Ltd Medium Cheshire Page 213 of 221
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref CG/JMcK Date 15/02/23 Contracts awarded below Committee approval threshold From Chief Officer of Assets and Procurement Email mckinstryj@northlan.gov.uk Telephone James McKinstry 07939 281102 1. Background Executive Summary This report notifies the Committee of the contracts awarded between 1 October 2022 to 31 December 2022. It sets out those contracts awarded with a value below the financial threshold requiring Committee approval. Recommendations The Housing Committee are: • advised of the Contracts awarded below Committee approval threshold between 1 October 2022 to 31 December 2022 as per the process within the Council’s General Contract Standing Orders. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (17) Ensure we keep our environment clean, safe, and attractive 1.1 The Councils General Contract Standing Orders (the ‘GCSOs’) outline financial approval thresholds for contracts for goods, works and services. Contract awards above £500,000 for Supplies and Services and above £2,000,000 for Works require approval by the Committee. These contract awards are considered by the Committee on a case-by-case basis. 1.2 Where the value of a contract award is between £50,000 and £500,000 for Supplies and Services and between £500,000 and £2,000,000 for Works, GCSOs require that the Head of Asset and Procurement Solutions award these contracts on behalf of the appropriate Chief Officer. 1.3 The Head of Asset and Procurement Solutions is required to notify Committee on a regular basis of any such contracts awarded on behalf of Procuring Service Areas. AGENDA ITEM 15 Page 215 of 221
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2. Report 3. Measures of success 4. Supporting documentation 4.1 Appendix 1 - Summary of contracts awarded. James McKinstry Chief Officer of Assets and Procurement 2.1 The GCSOs require that contracts in excess of £500,000 for supplies and services and £2,000,000 for works are approved, on a case-by-case basis, by the Committee before award. 2.2 The GCSOs require that contracts with a value above £50,000 but less than £500,000 for Supplies and Services and above £500,000 but less than £2,000,000 for Works are awarded by the Head of Asset and Procurement Solutions on behalf of the appropriate Chief Officer. 2.3 The contracts awarded by the Head of Asset and Procurement Solutions that are under the £500,000 Committee financial approval threshold for Supplies and Services and £2,000,000 for Works in the period from 1 October 2022 to 31 December 2022 are detailed in Appendix 1. 3.1 Contracts support the delivery of Council and service priorities. 3.2 Appointment of contractors who have suitable experience and capability to deliver the required supplies, services or works. 3.3 Contracts awarded by the Council are compliant with GCSOs and procurement legislation. 3.4 The Council’s Contract Register is kept updated by services and management information is comprehensive and accurate. 3.5 Best Value is both demonstrable and achieved. Page 216 of 221
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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? Where Financial impacts have been identified, they have been established and addressed in each specific Contract Strategy and incorporated into the project. The Council’s Procurement Strategy proposes methods of maximising the delivery of procurement benefits that could bring improved financial return to the Council and the areas wider economy. Certain benefits have a monetary value attached and these will be monitored on a project-by-project 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 Resources? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Where HR impacts have been identified, they have been established and addressed in each specific Contract Strategy and incorporated into the project. Contracts awarded by the Council are compliant with GCSOs and procurement legislation. 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? Where Legal impacts have been identified, they have been established and addressed in each specific Contract Strategy and incorporated into the project. Page 217 of 221
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Contracts awarded by the Council are compliant with GCSOs and procurement legislation. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk 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? Sustainable procurement is one of the key objectives of the Strategy and will have a positive impact, including, embedding sustainable procurement as business as usual and incorporating community benefits into the Councils contracts. Supporting local businesses and SMEs through closer working with colleagues in the Council’s Enterprise department and by making our processes more streamlined and accessible. Where Environmental/Carbon impacts have been identified, they have been established and addressed in each specific Contract Strategy and incorporated into the project. 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? Where Risk impacts have been identified, they have been established and addressed in each specific Contract Strategy and incorporated into the project. Page 218 of 221
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Contract award procedures may be susceptible to legal challenge if they are not discharged in accordance with GCSO and procurement legislation. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services Page 219 of 221
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APPENDIX 1 – SUMMARY OF BELOW THRESHOLD CONTRACT AWARDS Contract Description Contract Award Date Contract Start Date Contract End Date Contract Extension Contract Value (incl extension) (£s) Successful Tenderer Supplies Services Works No of Tenders Received Route* Confirm Asset Management Repository Solution 2022-23 12/10/2022 23/11/2022 22/11/2023 N/A £56,264.67 Brightly Software Ltd Services 1 *EXT Enterprise Project: Technical Support 23/11/2022 01/11/2022 21/01/2023 N/A £100,000.00 Faithful & Gould Ltd Services 1 **DAF3 Stairwell Cleaning Services (Close Cleaning) 2020-23 15/12/2022 13/01/2023 12/01/2024 N/A £403,097.60 C.A.S. Contract Cleaning Ltd Services 1 *EXT MTC: Electric Heating Replacement 2022-26 19/12/2022 09/01/2023 20/01/2024 N/A £1,999,999.00 Valley Group Ltd Works 7 CO *Contract extensions to incumbent providers delivering best value. Provision for extension made in original contract award reported to previous Committees. ** Direct Award from 3rd party framework (City of Edinburgh) to best value provider. Key – Procurement Route CO - Contract Open Procedure CR - Contract Restricted Procedure FO - Framework Open Procedure FR - Framework Restricted Procedure FMCC - Mini Comp Council Framework FMC3 - Mini Comp 3rd Party Framework DAFC - Direct Award Council Framework Page 220 of 221
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DAF3 - Direct Award 3rd Party Framework DAH&SC - Direct Award Health & Social Care Related Services N - Negotiated Contract EXT - Extension to Contract/Framework Page 221 of 221