Agenda pack
North Lanarkshire Council · 10 May 2023
Back to Housing Committee — 10 May 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 28 April 2023 Members of the Housing Committee Chief Executive’s Office Archie Aitken Chief Officer (Legal and 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,10 May 2023 at 10a.m. which you are requested to attend. The agenda of business is attached. Chief Officer (Legal and Democratic) Members : Councillors: H Brannan-McVey, B Burgess, T Carragher, M Coyle, P Di Mascio, H Dunbar, T Fisher, F Fotheringham, M Hughes, D Johnston, J Jones, J Keltie, K Larson, J Leckie, J Logue, F MacGregor, M McBride, B McCulloch, M McCulloch, P McDade, F McKay, R McKendrick, F McNally, M McPake, J McPhilemy, A McVey, L Mitchell, L Nolan, P Patton, J Reddin, G Robinson, A Smith, A Stubbs, R Sullivan, J Toner, and G Woods. Page 1 of 104
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AGENDA (1) Declarations of Interest in terms of the Ethical Standards in Public Life Etc. (Scotland) Act 2000 OPERATIONAL (2) Broadband in Temporary Accommodation (page 5 - 8) Submit report by the Chief Officer (Housing Management) seeking approval to install broadband into the portfolio of homeless accommodation properties throughout North Lanarkshire enabling residents living in these properties access to the internet (copy herewith) (3) Community Safety Hub Performance and Development (page 9 - 16) Submit report by the Chief Officer (Housing Management) providing an update on the performance and service development of the Community Safety Hub (copy herewith) (4) Tower Strategy Update (page 17 - 24) Submit report by the Chief Officers (Housing Property Services), and (Housing Management) providing an update on the current progress relating to the Tower Strategy Programme of Work (PO14), and the key achievements since the last reporting period (copy herewith) (5) New Housing Supply Programme - Procurement Update (page 25 - 30) Submit report by the Chief Officer (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 highlighted within the report (copy herewith) FINANCIAL (6) Housing Outline HRA Capital Programme 2023/2024 (page 31 - 40) Submit report by the Chief Officer (Housing Property Services) seeking approval of the mainstream Housing Capital Programme (excluding new build) for 2023/24 (copy herewith) PERFORMANCE (7) Strategic Performance Framework Updates (a) Latest Performance Results for Housing Management (page 41 - 50) Submit report by the Chief Officer (Housing Management) highlighting the 2022/23 year to date performance of the Housing Management Service (copy herewith) (b) Latest Performance Results for Housing Property Services (page 51 - 58) Submit report by the Chief Officer (Housing Property Services) highlighting the 2022/23 year to date performance of the Housing Property Services (copy herewith) Page 3 of 104
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2 MONITORING (8) Revenue Budget Monitoring Reports (a) Revenue Monitoring Report - Housing Revenue Account (page 59 - 66) Submit report by the Chief Officer (Housing Management) providing a summary of the Housing Revenue Account financial performance for the period from 1 April 2022 to 3 March 2023 (Period 12) (copy herewith) (b) Revenue Monitoring Report - Enterprise and Communities (page 67 - 80) 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 2022 to 3 March 2023 (Period 12) (copy herewith) (9) Captial Programme Monitoring Reports (a) HRA Capital Monitoring Report - 1 April 2022 to 3 March 2023 (page 81 - 90) Submit report by the Chief Officer (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 91 - 98) Submit report by the Depute Chief Executive regarding the financial performance of the 2022/23 Enterprise and Communities capital programme for the period ended 3 March 23 (Period 12) (copy herewith) CONTRACTS (10) Contracts awarded Below Committee Approval Threshold (page 99 - 104) Submit report by the Chief Officer (Asset and Procurement) informing of contracts awarded between 1 January 2023 to 31 March 2023 (copy herewith) Page 4 of 104
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref SL/JB Date 10/05/23 Broadband in Temporary Accommodation From Stephen Llewellyn, Chief Officer, Housing Management E-mail Llewellyns@northlan.gov.uk Telephone 01698 274162 1. Background 1.1 Approval was granted at the Transformation and Digitisation committee on 14th December 2021 to award, through a framework agreement, the contract for Provision of Digital Connectivity Services. 1.2 The framework will see high-capacity fibre being installed across the council area. During the Covid 19 pandemic there was a need for home schooling, and it became apparent very quickly the infrastructure to support this was not easily or readily available within our temporary homeless accommodation units and homeless dispersed properties, therefore putting the residents and their children at a disadvantage. 2. Report 2.1 Currently there are over 500 temporary homeless accommodation properties across North Lanarkshire. These are a combination of self-contained units and dispersed properties which are used to provide emergency homeless accommodation for those Executive Summary The purpose of this report is to approve the installation of broadband into the portfolio of homeless accommodation properties throughout North Lanarkshire enabling residents living in these properties access to the internet Recommendations It is recommended that the Housing Committee: (1) Approve the installation of broadband into temporary accommodation properties. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (12) Ensure our residents are able to achieve, maintain, and recover their independence through appropriate supports at home and in their communities AGENDA ITEM 2 Page 5 of 104
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who have no home or unable to remain within their home. Within the last year approximately 2000 people have been accommodated through temporary accommodation with around 400 of these being families with children. Whilst these properties are furnished, not being able to access online services and potential support is a barrier at a time when this is needed the most. 2.2 As digital methods become the preferred way of communicating, accelerated by the pandemic, those who do not have access to the internet face challenges in accessing the support and services when they are needed most making them feel digitally excluded. 2.3 Residents within temporary accommodation will benefit from the installation of reliable broadband by being able to access the internet allowing them to feel digitally included and by being readily able to: • Access their DWP journal allowing them to maintain their claim, search for work, communicate with job coach if they have one and keep their details up to date, • Access online services such as GP appointments and support services, • Keep in contact with friends as family, • Allow children to access educational resources. 2.4 Financial Implications The cost of providing this service would be an initial one-off cost of £200,000 for the installation of fibre to the initial 500 properties and an ongoing cost per property of £20 to £25 per month. This may vary over the year due to turnover of properties. The costs can be met through the current capital and revenue budgets. 3. Measures of success 3.1 Success will be measured by the installation of broadband into temporary accommodation and improved digital skills and outcomes for residents within North Lanarkshire. 4. Supporting documentation 4.1 No appendices Stephen Llewellyn Chief Officer, Housing Management Page 6 of 104
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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? Ongoing revenue costs per annum will be managed from the current homelessness budget within the General Fund. The one off capital costs will be managed within the Housing Revenue Account capital programme 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 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 Page 7 of 104
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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? Installation of broadband to a number of temporary accommodation properties as part of the Provision of Digital Connectivity Services contract. 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 8 of 104
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref Date 10/05/23 Community Safety Hub performance and development From Stephen Llewellyn, Chief Officer (Housing Management) E-mail llewellyns@northlan.gov.uk Telephone 01698 274162 1. Background 1.1 The Plan for North Lanarkshire aims to make North Lanarkshire a better place to live, work and visit, where homes and public spaces are safe and feel safe for everyone. Improving Community Safety through CCTV, tackling Anti-Social Behaviour and ensuring Public Protection within Housing makes an enormous contribution to achieving this ambition. All three of these elements are delivered within the Community Safety Hub service within Housing Solutions. 1.2 The Community Safety Hub presently delivers: • Provision of 24 hour/365 days per year proactive monitoring of 1310 public space CCTV Cameras in North Lanarkshire. • Provision of evidence disks for Police Scotland, Crown Office, and Procurator Fiscal. • Call handling for the Antisocial Behaviour service 24/7. • Management of Public Protection Service within Housing Solutions. • Out of Hours Antisocial Behaviour Witnessing Service. Executive Summary The purpose of this report is to provide an update on the performance and service development of the Community Safety Hub. Recommendations It is recommended that the Committee note the performance of the service and recognise the ongoing positive impact delivery of this service has on the communities of North Lanarkshire. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (14) Ensure the highest standards of public protection AGENDA ITEM 3 Page 9 of 104
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• Out of Hours telephony service for Homelessness • Organisation of Out of Hours Homeless Standby provision • Co−location of Police Scotland Officers. • Emergency Response Centre and relaying of CCTV images to support the Council's Resilience capacity during major incidents, adverse weather, or other emergencies. 2. Report 2.1 Work to upgrade the 162 urban housing CCTV cameras on the network is nearing completion, with 130 cameras upgraded over the past two years. The remainder will be upgraded over the coming financial years. 2.1.1 This has significantly benefited the communities with increased night-time performance from the High-Definition cameras assisting in incidents that may have proven more difficult to detect in the past. 2.2 All Homeless out of hours contacts are now being handled by a dedicated call handling team who operate from the Community Safety facility every evening and all weekend. This service is delivered along with the Anti-social Behaviour service allowing a streamlined team to deliver both services. Homeless call handling activities commenced in May 2022 from the community safety hub. 2.3 Anti-social Behaviour services for non-council tenants were due to be reviewed in line with the end of additional funding approved in 2021 for a period of two years, however this has now been extended and services will continue to be available to all residents of North Lanarkshire, irrespective of tenure of their property. 2.4 Sound Monitoring Equipment (SME) is currently being deployed by our night team, the current number of complainants on the waiting list is 14, this is constantly under review and additional equipment is purchased when necessary. 2.4.1 Options around alternative products or tools, such as the Noise App, that may be used to support the requirement for Sound Monitoring Equipment being deployed are being explored, it is hoped that alternative solutions may become available over the period of the next financial year. 2.5 A further area of development within the Anti-social Behaviour service is the deployment of a new Break the Cycle initiative that is planned to be delivered across all Primary and secondary Schools in the authority area. 2.5.1 An input is planned for Primary 7 pupils due to transmission to secondary school, this will be aimed at showing the impact of anti-social behaviour in the communities. 2.5.2 Secondary pupils from the senior years will also be trained in delivery of an information session around Anti-social Behaviour and CCTV and the impact it has on the wider community. This will be presented to the younger secondary school children with the hope that the work can be accredited and added to the Personal and Social Education (PSE) curriculum for the pupils taking part. 2.6 Within the service, work has been undertaken to develop a new case management system to increase efficiency of record handling within the public protection team, work is ongoing with testing of the system to ensure all functionality required is included. Page 10 of 104
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This system will assist the team with workflow and information gathering for attendance at multi agency meetings. 3. Measures of success CCTV Performance 3.1 Operating 1310 cameras 24/7, CCTV monitoring officers have again performed to a high standard. The figures below are a summary of incidents recorded by CCTV for the year 2022/23 (01st April 2022 until 31st March 2023). • 5,693 recorded incidents with 1,885 observation review requests (157 requests to review CCTV footage per month). • Within Towers and Low-Rise flats there were 463 incidents captured. • CCTV has assisted in 346 apprehension and cautions in the year to date. • Missing person detected on CCTV has increased slightly, with 140 incidents since April 2022. Table 1 below gives a full breakdown of all types of incidents comparing 21/22 to 22/23: - CCTV Service 2021/22 2022/23 (YTD) Criminal Incidents 2261 2199 Community Safety Incidents 1756 1842 Anti-social Incidents 1067 996 Environmental incidents 831 656 TOTAL INCIDENTS 5,915 5,693 Evidence Disk 495 517 Review Request 2138 1885 Apprehension / Cautions 348 346 Missing Persons 117 140 There is a reduction in environmental incidents recorded, this is in part due to a review of how these incidents are reported, the environmental incidents we capture are passed to the Environmental Team, and where evidence is sufficient, further action is then taken by that team in the form of fixed penalty and / or prosecution where applicable. Anti-social Behaviour call handling and Out of Hours service 3.2 The Anti-social Behaviour call handling and Out of Hours service offers the communities of North Lanarkshire a 365 day a year 24 hours a day helpline to report any anti-social behaviour. The figures within Table 2 below are for the year 2022/23. 3.2.1 The team handled over 14,300 calls that resulted in 8,948 requests for service, the remainder of the calls can relate to request for advice only, updates on previous contacts and sign posting of service users to other North Lanarkshire Council services and departments. Page 11 of 104
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Table 2 Anti-social Behaviour service analysis: - Anti-Social Behaviour Helpline Total No. Daytime contacts (HSMS Log generated) 3,591 Out of Hour contacts (HSMS Log generated) 5,357 Calls Incoming - Daytime 6,436 Calls Incoming - OOH 7,875 3.2.1 From April 2022 the Anti-social Behaviour service has been looking at growth in the mediation service, a proactive approach is being taken in an effort to increase the number of mediation cases being taken forward. Table 3 shows analysis of the service for the year 2022/23. Table 3 Mediation analysis: Mediation Service Total No. Referrals received 101 Active cases 8 Meeting concluded with agreement 12 Referrals reported improvement without meeting 22 Advice only with no further action required 59 3.2.2 The Anti-social Behaviour Out of Hours Professional Service continues to provide an out of hours service from Thursday through to Sunday every week, officers are available to attend call outs between 1900 – 0300, Thursday and Sunday and between 1900 – 0500 on a Friday and Saturday. The figures in Table 4 give analysis of the service from 1st April 2022 to 31st of March 2023. Table 4 Out of Hours Witnessing Service: - Witnessing Service Total No. Call outs attended 1,007 Formal actions carried out First Warning 126 Final Warning 15 Further Warning 11 The Service also work jointly with Police Scotland and co-ordinate joint visits throughout North Lanarkshire. 3.2.3 The Out of Hours Anti-social Behaviour team also manage the deployment and assessment of the Sound Monitoring Equipment (SME). These devices are installed in to assess noise levels in properties and once retrieved the data is analysed by the team. Table 5 below shows the breakdown of request and the outcomes of the referrals. Page 12 of 104
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Table 5 SME Referrals and outcomes SME Total No Referrals 112 Currently on waiting list 18 In progress 2 Outcome of completed referrals Excessive noise heard 4 Public Protection Service 3.3 As with all teams within the community safety hub the PP team has ensured that public protection arrangements have continued to be delivered working in partnership across NLC services and external partnerships. Table 6 below highlights some of the work being carried out by this team over the last 12 months. Table 6 Public Protection Service performance: - Public Protection Service Total No. Case Management 1006 Housing Property Checks (ERA’s) 553 Homeless Service (Out of Hours) 3.4 Table 7 below shows the work undertaken by the team in relation to homeless calls out of hours. The service has taken 7,085 calls, these include all call backs and contacts from homeless standby officers conducting their health and safety check-ins whilst carrying out their duties out of hours. This accounts for the significantly high number of calls received by the service. Call out for the Homeless Standby Officers include book-ins at homeless accommodations, people presenting at Police Offices as homeless and service users, who for a variety of reasons, have been unable to remain in their current accommodation. 3.4.1 The number of homeless contacts, 2,787, provides information on how many service users our teams have engaged with to offer advice and support with their enquiries around homelessness. Table 7 Homeless Service (Out of Hours) performance: - Homeless Service (Out of Hours) Total No. Out of Hours Calls 7,085 Homeless out of hours contacts 2,787 Number of contacts passed to Standby Officer 2,088 Page 13 of 104
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4. Supporting documentation Stephen Llewellyn Chief Officer (Housing Management) Page 14 of 104
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☒ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts have been discussed and agreed with Finance? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☒ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 15 of 104
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Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 16 of 104
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref: BL/CB Date 10/05/23 P014 Tower Strategy Update From Brian Lafferty, Chief Officer (Housing Property Services) Stephen Llewellyn, Chief Officer (Housing Management) Email stevensonjam@northlan.gov.uk Telephone 07583097785 Executive Summary The purpose of this report is to update Committee on current progress relating to the Tower Strategy Programme of Work (PO14) and key achievements in the last reporting period. Recommendations It is recommended that Committee: (i) Note the progress of the tower demolition programme (Ambition) (ii) Note the progress of the sprinkler installation & fire safety programme (iii) Note the progress of major refurbishment projects (iv) Approves the commencement of consultation with stakeholders in the second phase of this re-provisioning programme as set out in Appendix 1 (v) Notes the outcome of this phase 2 consultation will be submitted to committee for approval in Cycle 3. 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 4 Page 17 of 104
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1. Background 1.1 Committee will be aware that in 2017 as part of the HRA budget motion, the council announced its intention to commence consultation with stakeholders regarding the potential re-provisioning of its tower estate over the next 25 years, with phase 1 of the re-provisioning programme granted committee approval in May 2018. Significant progress has been made to date with several high/low-rise blocks now demolished. 1.2 Committee will also recall that in February 2018, the council approved proposals to develop and deliver a programme to introduce enhanced fire safety measures within high-rise towers that included retrofitting of sprinkler systems, improved fire compartmentation, emergency lighting and installation of fire-doors to properties. 1.3 Following committee approval in 2016 to undertake condition surveys including external cladding assessment, internal fabric condition and structural integrity, the findings have now been assessed with a strategic approach to remedial action in line with government legislation developed. 2. Report 2.1 Demolition/Ambition 2.1.1 The programme is progressing on schedule with 1588 from 1750 (91%) properties identified within phase 1 now vacant. Following extensive negotiation with private owners, only one now remains in-situ with the council exploring all options for purchase. Detailed breakdown of the phase one programme as of October 2022 is provided in table 1: Table 1 Tower Vacant Properties Status Northburn Low-Rise, Airdrie 27 (100%) Complete Holehills, Airdrie 138 (100%) Complete Burnside Court, Coatbridge 44 (100%) Complete Gowkthrapple Low-Rise 303 (99%) On Site Shawhead Low-Rise 176 (100%) On Site Coursington High-Rise 351 (100%) On Site Jackson High-Rise 192 (100%) On Site Allershaw High-rise 41 (58%) Design Phase Dunbeth High-rise 128 (69%) Re-programmed High Coats 122 (64%) Re-programmed Birkshaw High-rise 66 (94%) Re-programmed TOTAL 1588 (91%) 2.1.2 The contract to demolish the 19 low-rise blocks at Gowkthrapple, Wishaw has recently been awarded and site establishment is underway. One private owner remains present, and approval has been received at the Planning Committee in November 22 to purchase the property via a compulsory purchase order (CPO). 2.1.3 The contract to demolish 11 low-rise blocks at Shawhead, Coatbridge continues, and a new haulage road aimed at reducing traffic congestion in nearby streets in complete Page 18 of 104
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and in use. Unfortunately, the contract has experienced delays due to contractor performance and service disconnections which the council delivery team are managing in accordance with the contract conditions. 2.1.4 Demolition of the three high-rise tower blocks at Coursington, Motherwell has commenced with demolition of 12-14 Draffen Street and surrounding structures. Careful deconstruction of the tower superstructures is in progress with mast-climbers in operation. Nearby residents are being notified of ongoing works. 2.1.5 The contract to demolish Jackson Court, Coatbridge has been awarded with site establishment and soft strip ongoing. This will be a landmark demolition project within the programme and will transform the surrounding area. 2.1.6 High Coats and Birkshaw Tower remain part of the phase 1 demolition programme with proposed dates for demolition to be confirmed in due course. Details of repurposing of these towers noted under section 2.3.3. 2.1.7 It is proposed to undertake consultation regarding the next phase of this strategy. Following consideration of a number of factors, including waiting list demand; stock turnover and investment requirements, the second phase of the proposed re- provisioning programme has been identified and is attached at Appendix 1. It is proposed that consultation will be progressed with stakeholders affected by these proposals using a range of methods, including newsletters, open days, meetings with tenants and residents groups and surveys. In addition to undertaking stakeholder consultation, option appraisals will also be progressed for each of priorities identified in Appendix 1, taking into account the future potential investment requirements of the blocks, informed by the current survey programme, as well as factors such as demand; availability of other housing stock and land. The re-provisioning programme, subject to consultation outcomes, continues to represent the long term strategy for the multi storey flats. 2.2 Sprinkler / Fire Safety Programme 2.2.1 Phase 1 of the sprinkler installation programme at Burnside, Lodge & Doonside Tower, Motherwell has now reached practical completion with snagging works ongoing. 2.2.2 Phase 2 of the sprinkler installation programme comprising of towers at Glassford, Woodside, Glen, Coltswood and Redbridge are currently in progress. Tenant consultation continues outlining the impact of the works and access requirements. 2.2.3 The fire safety programme which includes installation of emergency lighting, fire-doors to properties and improved compartmentation/fire-stopping is now complete. In line with recent change in legislation, interlinked smoke detection has also been installed within properties. 2.3.4 A contract to remove all spandrel panels to stairwells in 13 towers (recommendation following the Grenfell report) is also in progress with completion scheduled for May 2023. 2.3 Major Refurbishment Projects 2.3.1 Refurbishment of the tower blocks at Blairgrove/Merryston (Lot 1) and Glen/Millbrae (Lot 2) is complete, snagging works continue. Page 19 of 104
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2.3.2 Specialist consultants have now been appointed to provide design services in relation to the recladding and internal refurbishment of Whifflet and Calder towers, Coatbridge. 2.3.3 In order to support displaced citizens affected by the war in Ukraine, North Lanarkshire Council committed to reinstate circa 200 properties on a temporary basis. The properties, located within tower blocks in Coatbridge (High Coats) and Wishaw (Gowkthrapple) are now refurbished with furniture fit out continuing. Several families are now in place. 3. Measures of success 3.1 The plans contained within this report will help to improve housing conditions and housing choice for our residents which contributes to addressing inequality. 4. Supporting Documents 4.1 Appendix 1 Brian Lafferty Stephen Llewellyn Chief Officer (House Property Services) Chief Officer (Housing Management) Page 20 of 104
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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? Any financial impact of the measures implemented will be contained within the HRA Capital Investment budget and will be drawn down via borrowing/CFCR as required and reported to committee. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts 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? Statutory compliance with Building Standards and recent fire safety legislation. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Page 21 of 104
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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 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? Upgrading of external building fabric to current energy standards. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ ☐ No ☐ If Yes, please provide a brief summary of the impact? Reprovisioning of towers and low-rise blocks must be included in regular corporate communications. 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Risks are considered, frequently reviewed and recorded on project-specific risk registers. Risks with an inherently high score are escalated to project board/service level. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 22 of 104
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Appendix 1 PA1:D19otential Phase 2 Reprovisoning Sites Address Total No of Properties No of Owner Occupiers Motherwell/Bellshill Anderson Tower 67 1 Oakfiled Tower 67 0 Albion Tower 67 0 Airbles Tower 67 0 Whammond Tower 66 0 Shields Tower 104 0 Woodside Tower 104 0 1-56 McClurg Court 56 1 Total 598 2 Coatbridge/Kilsyth Witchwood Court 85 24-32 Rennie Rd 5 1 34-42 Rennie Rd 5 1 44-50 Rennie Rd 4 1 73-81 Rennie Rd 5 0 83-91 Rennie Rd 5 1 93-101 Rennie Rd 5 1 103-111 Rennie Rd 5 0 113-121 Rennie Rd 5 1 123-131 Rennie Rd 5 0 133-141 Rennie Rd 5 1 143-151 Rennie Rd 5 0 153-161 Rennie Rd 5 0 Total 144 7 Airdrie/Cumbernauld 53 - 62Kennedy Drive 10 0 63 - 72 Kennedy Drive 10 0 73 - 82 Kennedy Drive 10 0 83 - 92 Kennedy Drive 10 1 1 - 19 Glencraig Street 10 0 22 - 40 Kippen Street 10 1 42 - 60 Kippen Street 10 0 3-21 Kippen Street 10 2 23 - 41 Kippen St 10 0 43 - 61 Kippen St 10 1 63 - 81 Kippen St 10 2 Page 23 of 104
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83 - 101 Kippen St 10 3 Total 120 9 Wishaw/Shotts 10 - 30 Greenfield Drive 11 0 32- 52 Greenfield Drive 11 0 54 - 74 Greenfield Drive 11 0 76 - 96 Greenfield Drive 11 0 382-410 Glasgow Rd 15 1 412 - 434 Glasgow Rd 12 0 436-464 Glasgow Rd 15 0 236 - 284a Main Street 26 0 TOTAL 112 1 Overall Total 974 19 Page 24 of 104
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref PH/TM Date 10/05/23 New Housing Supply Programme – Procurement Update From Pamela Humphries, Chief Officer (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 1) Approve the procurement of call off contracts in line with the Scottish Procurement Alliance (SPA) New Build Housing Construction H2 (Scotland) framework, for the construction of new build housing to McTaggart Construction at Thorn Road, Bellshill up to the revised value of £5.30M, including contingency allowance. 2) Approve the procurement of call off contracts in line with the Scottish Procurement Alliance (SPA) New Build Housing Construction H2 (Scotland) framework conditions for the construction of new build housing to McTaggart Construction at Airdriehill Street, Airdrie, up to the revised value of £15.6M, including contingency allowance. The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth AGENDA ITEM 5 Page 25 of 104
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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 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 Contract Strategy. 2. Report • Thorn Road, Bellshill, (26 units), at the revised value of £5.30M, including contingency allowance. The feasibility costs obtained are considered to represent best value and, subject to benchmarking against the appropriate framework rates, it is proposed that a final tender price be agreed to allow the contract award, subject to the council acquiring the site and securing planning permission. 2.2 The Council has engaged with McTaggart Construction who are a contractor on the Scottish Procurement Alliance (SPA) New Build Housing Construction H2 (Scotland) framework. Feasibility costs have been obtained for the project detailed below: • Airdriehill Street, Airdrie, (65 units) at the revised value of £15.6M, including contingency allowance. The feasibility costs obtained are considered to represent best value and, subject to benchmarking against the appropriate framework rates, it is proposed that a final tender price be agreed to allow the contract award, subject to the council acquiring the site and securing planning permission. 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. 2.1 The Council has engaged with McTaggart Construction who are a contractor on the Scottish Procurement Alliance (SPA) New Build Housing Construction H2 (Scotland) framework. Feasibility costs have been obtained for the project detailed below: Page 26 of 104
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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. 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. 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. Pamela Humphries Chief Officer (Place) Page 27 of 104
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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. 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 28 of 104
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5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☒ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The 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. 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 Page 29 of 104
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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 30 of 104
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref: Date 10/05/23 Housing Outline HRA Capital Programme 2023/24 From Chief Officer (Housing Property Services) E-mail BarrCa@northlan.gov.uk Telephone 1. Background 1.1 Committee will recall in May 2020, a 5-year outline HRA Capital Programme from 2021/22 to 2025/26 was approved which proposed spending over £266million on the housing stock during the lifetime of the plan. 1.2 Further reports outlined that new priorities would be added as required based on new priorities and further recommendations from groups such as the Scottish Government Grenfell Inquiry Fire Safety Working Group (GIFSWG). 1.3 In common with previous plans, the aim of the 2023/24 plan remains to ensure the stock continues to meet the Scottish Housing Quality Standard (SHQS) as well as the EESSH2 standard which requires all social housing meet EPC band B or is as energy efficient as practically possible by the end of December 2032 (within the limits of cost, technology and necessary consent). Executive Summary The purpose of this report is to seek approval from the Housing Committee for the mainstream Housing Capital Programme (excluding new build) for 2023/24 Recommendations It is recommended that the Committee: - 1. Approve the HRA Capital Programme for 2023/24 as outlined in Appendix 1 The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement All ambition statements AGENDA ITEM 6 Page 31 of 104
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1.4 Significant challenges were faced by the council throughout 2022/23 in terms of the lasting impact of the pandemic. This included issues with contractor availability as well as the well documented nationwide issues relating to increasing costs. It is anticipated these issues will continue to be seen throughout the 2023/24 investment programme. 1.5 Increasing costs in all sectors have resulted in the current cost of living crisis where specifically relating to fuel costs in a 2022 survey, Age Scotland highlighted 4 in 10 older people self-identified as feeling they were living in fuel poverty with 76% of respondents always concerned about paying their fuel bills. 1.6 The council has no ability to influence increasing global energy costs but committee can be assured that actions to reduce, wherever possible, their impact are the forefront of investment decisions proposed for tenants’ homes. More details of the type of works proposed within the 2023/24 capital programme are provided in the report. 2. Report Capital Resources – HRA Programme 2.1 As part of the current 5-year investment plan, detailed spending proposals for 2023/24 have been prepared for Committee’s consideration as outlined in Appendix 1. 2.2 As previously mentioned, the ongoing effect of the Covid-19 pandemic and Brexit on the construction industry on the availability of materials and labour, has had an impact on the phasing of the capital programme delivery and continues to do so. The 5-year programme is summarised in the table below and demonstrates that the council continues to aim to complete record investment in its housing stock during the 5-year planning term. Table 1 2021/22 2022/23 2023/24 Indicative 2024/26 Total £000 £000 £000 £000 £000 Working Capital Programme 74,379 60,745 70,260 141,064 346,448 Slippage 6,752 5,795 6,387 12,824 31,758 Current Capital Programme 67,627 54,950 63,873 128,240 314,690 Reprofiled Expenditure (13,042) 1,916 (2,991) 14,117 - Revised Capital Expenditure 54,585 56,866 60,882 142,357 314,690 2.3 Slippage allowances of approximately 10% have been added to the 2023/24 programme to arrive at a “working programme” as detailed in Section 2.4. 2.4 The working programme (Table 2) considers the projected carry forward commitment but may be subject to adjustment depending on the final outturn of the current 2022/23 programme. Page 32 of 104
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TABLE 2 – Resources 2023/24 £000 Prudential Borrowing 32,871 Capital Funded from Current Revenue (CFCR) 22,476 Total projected resources 55,347 Slippage allowance 5,535 Working programme 60,882 2.5 HRA Capital Programme details 2.5 Heating 2.5.1. The 2023/24 programme will see the continuation of the replacement of existing heating systems based on their age. This programme involves installing gas condensing boilers which, unlike older models which use energy all the time, modulate energy usage when not needed which can save money on energy bills for users. This type of change is important for tenants when according to the Office of National Statistics (ONS), electricity prices in the UK rose by 66.7% and gas prices by 129.4% in the 12 months to January 2023. 2.5.2 The council’s programme for the installation of solar photo voltaic (PV) panels started in 2022/23 and will continue throughout 2023/24. Such installations enable households to use any electricity the PV panels generate for free and then pay for any further electricity requirements they need. If households generate more electricity than they need, it can be sold back to the National Grid. 2.5.3 Other renewable technologies such as air source heat pump installations will also continue to be utilised wherever appropriate to assist with the meeting of the council’s EESSH2 and Net Zero compliance requirements. 2.5.4 Within the 2023/24 programme there will also be an increase in the council’s loft and cavity wall insulation programmes to improve the energy efficiency of properties. This programme will also include for the installation of underfloor insulation to tenants’ homes where appropriate. 2.6 Windows/Door Replacement 2.6.1 The council experienced contractual issues relating to its triple glazing programme within its 2022/23 programme. 2.6.2 In February 2023, Committee approved the acceptance of new contracts for these works meaning that the backlog of tenants for whom the programme was expected to have new windows in 2022/23 will be prioritised throughout 2023/24 as well as additional tenants’ homes also being able to benefit from these works. 2.7 Roofing and Rendering 2.7.1 The external insulation upgrading of non-traditional BISF properties continued in 2022/23 and the current programme is planned to complete in 2023/24. Page 33 of 104
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2.7.2 The upgrading of the roofs and insulation levels of non-traditional properties in the Lomond Road area in Coatbridge also started in 2022/23 and will continue throughout 2023/24 subject to available decanting arrangements. 2.7.3 Within 2021/22, the council introduced a significant change whereby it ended the installing of just render to tenants’ home and introduced the fitting of external wall insulation to tenants’ homes. The programme also introduced the installation of integrated PV panels to re-roofing works wherever possible. These works will continue in 2023/24 as part of the councils “fabric first” approach to improving the energy efficiency of tenants’ homes. 2.7.4 It should be recognised that with the change noted in 2.7.3, the costs for owners in mixed tenure blocks that they would require to pay to have the work undertaken to their homes have increased considerably even after the installation of any potential grant aid. For a number of tenants in such blocks, owners’ inability to pay for such work may have an impact on the council being able to undertake works to their homes. Wherever possible the council will look to see if there are other options which may assist owners to try to ensure that as many tenants as possible benefit from the installation of external wall insulation to their homes. 2.7.5 The council will continue to support the Scottish Government’s Energy Efficient Scotland: Area Based Scheme (EES: ABS) for owners within its 2023/24 programme. Following consultation with the Scottish Government on the programme, it is anticipated that following agreement with a number of owners to pay the required contribution towards the works, the programme will complete works to a number of blocks also including tenants’ properties in Kilsyth in 2023/24 and look to start discussions with owners in Bellstone non-traditional house types initially in the Wishaw area. 2.8 Lead pipe replacement 2.8.1 The ongoing lead pipe replacement programme of external pipework will continue in 2023/24. 2.9 Door Entries 2.9.1 The council is aware the concern residents can have when door entry systems to their blocks of flats are not working. New contractual arrangements put in place in 2022/23 will ensure that the programme for the replacement of door entry systems beyond repair will continue throughout 2023/24. 2.9.2 As with other works in mixed tenure blocks, owners’ inability to pay for such work may an impact on the council being able to replace system to closes. As outlined previously, the council will look to try to assist owners, wherever possible, in terms of their legal requirement to maintain the common areas of blocks with options such as interest free payment plans for up to 5 years subject to the amount of monies involved. 2.10 Electrical Work 2.10.1 The council will continue to ensure the safety of tenants through the undertaking of electrical safety checks as now required as part of the Scottish Housing Quality Standard (SHQS). An outcome of these checks could result in a number of tenants requiring to have their homes rewired which will be undertaken as part of this proposed 2023/24 programme. Where it is deemed necessary to ensure a tenants continued Page 34 of 104
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safety these works may be undertaken via the forced entry process, previously approved at committee in September 2021. 2.10.2 The replacement of communal close lighting and electrical switchgear (where appropriate) within blocks of flats will also continue in 2023/24 with works continuing to focus initially on fully tenanted blocks and blocks with identified problems containing owner occupiers who share repair responsibilities for these elements with the council. 2.11 Kitchens and Bathrooms 2.11.1 The programme for replacement kitchens and bathrooms within 2023/24 will continue largely relating to properties where tenants have previously refused works and/or works required in void properties. 2.11.2 There is currently no change to the previous proposal to recommence the kitchen replacement programme in 2025/26 based on a 20-year lifespan based on the previous programme for replacements having started in 2005. 2.12 Tower Strategy 2.12.1 The replacement and refurbishment of lifts as required within our high-rise stock will continue in 2023/24 in addition to the replacement of elements such as fans, pumps and replacement tanks as required in terms of the council’s inspection regimes. 2.12.2 The installation of a sprinkler system to the last remaining tower in the Flemington area will complete in 2023/24 with the programme moving to Redbridge and Coltswood Towers in Coatbridge later in 2023/24. 2.12.3 The contract for upgrading works at Blairgrove/Merryston/Glen and Millbrae Towers in Coatbridge which were significantly delayed due to the pandemic were completed in 2022/23 with additional follow-on works to the towers due to be completed within the 2023/24 programme. Work will also continue in 2023/24 with the development of the project for the external upgrading works at Whifflet and Calder Towers in Coatbridge with an aim of increasing the thermal efficiency of the flats for the residents of the towers. 2.13 Ambition 2.13.1 The re-provisioning programme continues in 2023/24 with the completion of the demolition of low-rise flats in Shawhead scheduled for the second quarter of 2023/24 and the continued work to demolish the high-rise towers at Coursington, Allan and Draffen Towers in Motherwell. Contracts have also been awarded for the demolition of low-rise blocks in Gowkthrapple and Jackson Court in Coatbridge 2.14 Community Care 2.14.1 Following completion of the upgrading works to the sheltered complex in Dundyvan Co, design work continues on the development of upgrading plans for Phyllis Jane Court in Wishaw which will be the subject of discussion with residents later in the 2023/24 financial year. 2.14.2 It is also planned to commence work on the changeover of several existing warden call systems to new digital system with increased service capacity in addition to the upgrading of the electrical systems serving communal areas. Page 35 of 104
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2.14.3 Design work will also continue in 2023/24 regarding the installation of lifts between the floors in the John Smith Court sheltered housing complex in Airdrie to improve the use of all areas of the complex for residents. 3 Measures of success 3.1 Provide safe, improved and sustainable domestic properties for the tenants of North Lanarkshire Council. 3.2 Ensure the domestic properties within North Lanarkshire Council’s housing stock continue to meet SHQS and improve compliance rates relating to EESSH2 and Net Zero requirements. 3.3 Meet the aspirations of tenants, families, and carers of residents of sheltered housing complexes living with dementia. 4. Supporting documents 4.1 Appendix 1 – 2023/24 HRA Capital Programme Brian Lafferty Chief Officer (Housing Property Services) Page 36 of 104
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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? It is anticipated that along with other proposed works that the programme will help alleviate fuel poverty and provide warmer more affordable homes for our residents. 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? Financial Solutions have been involved in the development of the information contained within this report. Provision for the anticipated programme was noted within the 2023/24 revenue estimates process with the detailed programme included in Appendix 1. As detailed in the HRA Report for 2020/21 in February 2020, new low carbon technologies and potential procurement methodologies and arrangements continue to be introduced into the mainstream investment programme with the aim of ensuring EESSH2 compliance by 2032. For 2023/24 an allowance of £7.5million is included within the HRA Capital programme in Appendix 1 which may be required to try to accelerate works programmes subject to the restrictions detailed in Section 2.6.4. Use of this proposed allowance would be subject to an adjustment to each year’s individual programme as reported to Committee and be the subject of additional HRA borrowing. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? Page 37 of 104
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5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 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? 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 contracts awarded to deliver the HRA capital programme will assist in promoting health and wellbeing of residents within North Lanarkshire as well as helping reduce our carbon footprint and meet carbon management targets. Contractors will adopt environmental and sustainability measures and ensure environmentally friendly recycling practices are evidenced. 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 38 of 104
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Risk will be minimised and managed by designated Contract Administrators and Managers in accordance with the works specification and the Council’s agreed approach to Contract and Supplier Management. High level risk reviews and risk logs will be recorded as part of the project management process. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in- Service or ex-Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 39 of 104
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Appendix 1 - 2023/24 HRA Capital Programme Programmes TOTAL Estate Regeneration Estate Regeneration Sub TOTAL £50,000 Energy Efficiency Heating £11,670,788 Windows & Doors £6,155,530 Decarbonisation funding £4,196,952 Sub TOTAL £22,023,270 Major Repairs Major repairs £471,454 Roofing/Rendering £14,330,634 Sub TOTAL £14,802,087 Home safety and security Lead Pipe replacement £727,472 Door entry replacement £1,119,187 Electrical work £1,231,106 Sub TOTAL £3,077,765 Internal upgrading Kitchens £1,231,106 Bathrooms £2,260,758 Sub TOTAL £3,491,864 Tower strategy Tower Strategy £10,509,212 Sub TOTAL £10,509,212 Community Care Community Care Sub TOTAL £1,377,501 Fees/miscellaneous Fees/miscellaneous Sub TOTAL £5,550,000 GRAND TOTAL £60,881,700 Page 40 of 104
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref Date 10/05/23 Strategic Performance Framework - latest performance results for Housing Management From Stephen Llewellyn, Chief Officer (Housing Management) E-mail LlewellynS@northlan.gov.uk Telephone 1. Background 1.1 There are six inter-related strategic frameworks which are key to assessing the success of The Plan for North Lanarkshire and monitoring delivery towards achieving the overall vision by ensuring each stage is appropriately planned, guided, implemented, and governed. 1.2 The six frameworks focus on ensuring a corporate one council approach in respect of Policy, Governance, Performance, Self-Evaluation, Project Management, and Demonstrating Improved Outcomes for Communities. Executive Summary The purpose of this report is to highlight the 2022/23 year to date performance of the Housing Management service for the performance indicators at Appendix 1. Recommendations It is recommended that the Housing Committee: (1) Review the high-level performance overview presented in Appendix 1, and the supporting data contained within the linked Excel spreadsheet, and identify where further information is required to understand or investigate performance further. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements AGENDA ITEM 7A Page 41 of 104
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1.3 The Strategic Performance Framework comprises performance measurement at three levels (as per the diagram on the right). This aims to collectively provide an overview of performance to help understand the impact of council activities on improving services and outcomes for the people and communities of North Lanarkshire. The measures in this Framework allow for day to day activities, and progress towards achieving the long-term vision set out in The Plan for North Lanarkshire, to be regularly monitored, reported, assessed, and scrutinised. 1.4 The Strategic Performance Framework is aligned to the Accounts Commission statutory direction which places a requirement on councils to report a range of information in terms of (1) improving local services and outcomes, and (2) demonstrating Best Value. Key points of note in this respect are that the Accounts Commission also expect to see: (a) A balance in reporting areas of improvement that have been achieved and not achieved. (b) Reporting that is undertaken in a timely manner. (c) Easy access to performance information for all citizens and communities. 1.5 A Performance Reporting Schedule supports the timely submission of a range of performance information that facilitates Elected Members and senior management to undertake regular performance reviews that inform scrutiny, challenge, and decision making processes. This Schedule, endorsed by the Audit and Scrutiny Panel in February 2023, includes Chief Officer’s individual six monthly Performance Reviews at Service Committees in line with the Strategic Performance Framework. 1.6 This report therefore presents the Housing Committee with the latest performance results for Housing Management for Members’ further review and scrutiny. 2. Strategic Performance Framework Housing Committee responsibilities 2.1 In line with the terms of reference outlined in the Scheme of Administration, the Housing Committee is responsible for monitoring and reviewing performance information for the following Ambition Statements from The Plan for North Lanarkshire: 1. Ensure a housing mix that supports social inclusion and economic growth. 2.2 The high-level performance overview in Appendix 1 presents Members with a summary of the latest results for each performance indicator within the remit of the Chief Officer (Housing Management). 2.3 The information in Appendix 1 comprises the following: • An ideal direction arrow - this indicates whether a higher or lower figure is the preferred direction of travel. • Measurement unit - for example whether the result is a %, a number, a unit cost (in £), or a ratio. A higher figure is better A lower figure is better Page 42 of 104
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• Performance results for the last four financial years (depending on availability of data) along with the latest year’s target and corresponding RAG status (for indicators where it is appropriate to set targets). • The most recent monthly or quarterly results, along with the corresponding target and RAG status. Note the inclusion of this information is dependent on the measurement frequency of the indicator and availability of data as at the time of reporting. • A trend graph - this captures the direction of travel achieved over the four financial years and includes the most recent monthly or quarterly results where available. • Comments - narrative summarising the current position and providing an explanation for any significant variations in performance. Where applicable, this narrative also highlights the effect of the pandemic on service delivery, e.g. any increase or decrease in the volume of transactions or enquiries processed. 2.4 A large volume of data supports the high-level performance overview in Appendix 1. This is outlined in the latest performance results for Housing Management Excel spreadsheet which is available through the following link for Members to carry out a deep dive and review and scrutinise each performance indicator further. The Menu on the second tab of the spreadsheet contains built in hyperlinks that automatically take the user to a tab for each performance indicator and therefore provides a useful navigation aid to review the contents of the file. • Latest performance results for Housing Management.xlsx Current context 2.5 As the cost of living continues to rise many of our tenants are facing mounting financial pressure. We have introduced a new Rent Assistance Fund which will help council tenants on low-incomes and universal credit who don’t currently qualify for any other UK or Scottish Government financial support. Members will be aware that the recent committee report dated 15 February 2023 on the rent assistance fund highlighted that over 10,000 tenants, 70% of whom are on universal credit, are experiencing rent arrears. The rent assistance fund will seek to ensure tenancy levels are maintained despite the challenges faced by cost of living rises. Feedback we are receiving from frontline staff is that rising energy costs and rising food costs are putting increasing financial pressure on families in North Lanarkshire which has led to an increase in tenants contacting the service looking for assistance. In addition, the service has seen an increase in homeless presentations of approximately 12% over the year. Committee will be aware we welcomed families escaping the conflict in Ukraine to North Lanarkshire. Two towers have been repurposed to provide safe, secure residences and have offered a sense of place and community for up to two hundred families, mainly women and children. Recent performance highlights 2.6 Our percentage lets to homeless has increased this year at 41.1%, almost 7% higher than last year’s outturn and over 4% higher than our target of 37%. The percentage of decisions made within 28 days for households under 25 years old presenting as Key to RAG status Performance is on target and/or within acceptable thresholds Performance does not meet target and is outwith acceptable thresholds Performance surpasses the target and exceeds expectations Page 43 of 104
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homeless is above our target of 95% at 97.33%. We continue to achieve high levels of satisfaction with the quality of temporary accommodation at 96.63%, 2.63% above our target of 94%. This satisfaction is due to the continual review of the quality of furnishings and fittings in our accommodations as well as a high level of decoration of the properties. Areas of performance requiring improvement 2.7 The percentage of decisions made within 28 days for households presenting as homeless is slightly below our target of 95% at 94.19%, this figure reflects the transient nature of the client group, where maintaining contact to allow staff to make decisions within timescale can be difficult. Monthly audits and training for new housing advisors as well as the introduction of new backshift housing advisors are all measures we have taken to improve this area of service. The new backshift housing advisors will help engage with service users at other times out with standard working hours. The average number of days to re let properties has increased to 32.16 days due to a number of factors, with the percentage of rent due in the year that was lost due to properties being empty (Void rent loss %) is sitting just above target at 1.01%. Service pressures have been particularly difficult and recruitment of relevant trades by our contractors continue to have a direct impact on service delivery in the turnaround of vacant properties. Regular Liaison between the housing management teams, housing property teams and our main repair contractor is ongoing with weekly and daily monitoring of our vacant properties taking place. Next steps 2.8 As noted in paragraph 1.5, the Strategic Performance Framework is supported by a Performance Reporting Schedule. This sets out the arrangements for service, statutory, and Strategic Performance Framework reporting to committee. In this respect the relevant Committee can expect to receive the following in respect of Housing Management areas of work during 2023/24. Report Description Committee Committee cycle Scottish Housing Regulator: annual landlord report This report presents the annual landlord report published by the Scottish Housing Regulator (SHR) which shows Scotland’s social landlords’ performance for both Local Authorities and Registered Social Landlords (RSL’s) against the Scottish Social Housing Charter (SSHC). Housing Committee Cycle 4 in 2023 Scottish Housing Regulator: Annual Assurance Statement Since April 2019, Social Landlords in Scotland are required to advise the Scottish Housing Regulator (SHR) if they meet the regulatory standards and requirements by submitting an Annual Assurance Statement between April and October each year. Each landlord should confirm in its Statement its level of compliance with all of the relevant requirements at section 3 of the Regulatory Framework. The SHR assesses each Statement as part of their regulatory risk assessment and publishes an engagement plan for each landlord. From March 2021, RSL Housing Committee Cycle 3 in 2023 Page 44 of 104
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engagement plans include a regulatory status which is the SHR judgment on whether the RSL complies with regulatory standards and requirements. Annual housing / Scottish Social Housing Charter performance report The annual performance report to tenants is designed to keep tenants, service users, and other customers informed of council performance and how the council is progressing towards meeting the outcomes of the Scottish Social Housing Charter (SSHC). n/a, published on the council’s website in the autumn each year Community safety CCTV performance This report provided a one off update on the performance of the Community Safety Hub following its merger into Housing. Moving forward this report will be incorporated into the service’s programme of annual service performance reports. Housing Committee Cycle 2 in 2023 Homeless performance and processes This report provided a one off update in terms of performance in relation to the provision of homelessness services which continued to be delivered throughout the pandemic and, despite the challenges the pandemic brought, highlights many areas of improved performance. Moving forward this report will be incorporated into the service’s programme of annual service performance reports. Housing Committee Cycle 32 in 2023 3. Measures of success 3.1 Measures of success include: • Regular oversight and monitoring of performance across the organisation to gain assurances in terms of governance and accountability. • Regular review and challenge processes to scrutinise the performance of the council to ensure effective use of resources and that resources are directed in accordance with agreed policy and according to priorities, while ensuring sound decision making and clear accountability for the use of resources in achieving improved outcomes for service users and the local community. • Performance monitoring, management, and reporting arrangements that support the demonstration of improved performance in local services and outcomes, and the delivery of Best Value. 4. Supporting documentation 4.1 Appendix 1 - High-level performance overview Stephen Llewellyn Chief Officer (Housing Management) Page 45 of 104
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts have been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ Page 46 of 104
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If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 47 of 104
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Appendix 1 Housing Management High-level performance overview - as at March 2023 Page 48 of 104
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref Date 10/05/23 Strategic Performance Framework - latest performance results for Housing Property Services From Brian Lafferty, Chief Officer (Housing Property Services) E-mail LaffertyB@northlan.gov.uk Telephone 1. Background 1.1 There are six inter-related strategic frameworks which are key to assessing the success of The Plan for North Lanarkshire and monitoring delivery towards achieving the overall vision by ensuring each stage is appropriately planned, guided, implemented, and governed. 1.2 The six frameworks focus on ensuring a corporate one council approach in respect of Policy, Governance, Performance, Self-Evaluation, Project Management, and Demonstrating Improved Outcomes for Communities. Executive Summary The purpose of this report is to highlight the 2022/23 year to date performance of the Housing Property Services for the performance indicators at Appendix 1. Recommendations It is recommended that the Housing Committee: (1) Review the high-level performance overview presented in Appendix 1, and the supporting data contained within the linked Excel spreadsheet and identify where further information is required to understand or investigate performance further. The Plan for North Lanarkshire Priority All priorities Ambition statement All ambition statements AGENDA ITEM 7B Page 51 of 104
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1.3 The Strategic Performance Framework comprises performance measurement at three levels (as per the diagram on the right). This aims to collectively provide an overview of performance to help understand the impact of council activities on improving services and outcomes for the people and communities of North Lanarkshire. The measures in this Framework allow for day to day activities, and progress towards achieving the long-term vision set out in The Plan for North Lanarkshire, to be regularly monitored, reported, assessed, and scrutinised. 1.4 The Strategic Performance Framework is aligned to the Accounts Commission statutory direction which places a requirement on councils to report a range of information in terms of (1) improving local services and outcomes, and (2) demonstrating Best Value. Key points of note in this respect are that the Accounts Commission also expect to see: (a) A balance in reporting areas of improvement that have been achieved and not achieved. (b) Reporting that is undertaken in a timely manner. (c) Easy access to performance information for all citizens and communities. 1.5 A Performance Reporting Schedule supports the timely submission of a range of performance information that facilitates Elected Members and senior management to undertake regular performance reviews that inform scrutiny, challenge, and decision making processes. This Schedule, endorsed by the Audit and Scrutiny Panel in February 2023, includes Chief Officer’s individual six monthly Performance Reviews at Service Committees in line with the Strategic Performance Framework. 1.6 This report therefore presents the Housing Committee with the latest performance results for Housing Property Services for Members’ further review and scrutiny. 2. Strategic Performance Framework Housing Committee responsibilities 2.1 In line with the terms of reference outlined in the Scheme of Administration, the Housing Committee is responsible for monitoring and reviewing performance information for the following Ambition Statements from The Plan for North Lanarkshire: 1. Ensure a housing mix that supports social inclusion and economic growth. 22. Facilitate a North Lanarkshire wide approach to asset rationalisation, including with communities and partners. 2.2 The high-level performance overview in Appendix 1 presents Members with a summary of the latest results for each performance indicator within the remit of the Chief Officer (Housing Property Services). 2.3 The information in Appendix 1 comprises the following: • An ideal direction arrow - this indicates whether a higher or lower figure is the preferred direction of travel. • Measurement unit - for example whether the result is a %, a number, a unit cost A higher figure is better A lower figure is better Page 52 of 104
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(in £), or a ratio. • Performance results for the last four financial years (depending on availability of data) along with the latest year’s target and corresponding RAG status (for indicators where it is appropriate to set targets). • The most recent monthly or quarterly results, along with the corresponding target and RAG status. Note the inclusion of this information is dependent on the measurement frequency of the indicator and availability of data as at the time of reporting. • A trend graph - this captures the direction of travel achieved over the four financial years and includes the most recent monthly or quarterly results where available. • Comments - narrative summarising the current position and providing an explanation for any significant variations in performance. Where applicable, this narrative also highlights the effect of the pandemic on service delivery, e.g. any increase or decrease in the volume of transactions or enquiries processed. 2.4 A large volume of data supports the high-level performance overview in Appendix 1. This is outlined in the latest performance results for Housing Property Services Excel spreadsheet which is available through the following link for Members to carry out a deep dive and review and scrutinise each performance indicator further. The Menu on the second tab of the spreadsheet contains built in hyperlinks that automatically take the user to a tab for each performance indicator and therefore provides a useful navigation aid to review the contents of the file. • Latest performance results for Housing Property Services.xlsx Current context 2.5 Although service delivery is no longer being impacted by covid 19, we can still see evidence of a small number of appointments being cancelled due to the tenant or a household member having covid. Service pressures have been particularly difficult and recruitment of relevant trades by our contractors continue to have a direct impact on service delivery. The recent freezing temperatures in December 2022 resulted in a small % of tenants being decanted due to burst pipes and flooding with other tenants being able to still reside in their property and the service carry out the necessary repairs. Recent performance highlights 2.6 Our timescale for completing emergency repairs within our housing stock for all 3 linked contractors, year to date, is 3.2 hours, above our 3.7 hours target for 2022/23. Our performance for the non emergency repairs is also above our 2022/23 target of 7 days at 6.6 days. The percentage of reactive repairs carried out in the last year completed right 1st time is also above our target of 96% at 97.45%. Our corporate property repairs performance is also above target across the range of indicators, with the percentage of emergency repairs completed within timescale at 97.27% and an average time to compete emergency repairs at 4.2 hours. The percentage of routine repairs completed within timescale is currently 98.34% with an average time to complete routine repairs at 8.87 days. Areas of performance requiring improvement Key to RAG status Performance is on target and/or within acceptable thresholds Performance does not meet target and is outwith acceptable thresholds Performance surpasses the target and exceeds expectations Page 53 of 104
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2.7 The Corporate Property Repairs indicator for the average time in hours taken to complete emergency repairs is 0.9 hours above the 3.3 hour target, this is due to the materials and trades shortages. Remedial actions include having weekly meetings with contractors where issues are highlighted at the earliest stage to allow proactive resolution. A further issue is that our contractors’ new operatives are not closing lines in the correct way and are receiving further training to improve this process. Next steps 2.8 As noted in paragraph 1.5, the Strategic Performance Framework is supported by a Performance Reporting Schedule. This sets out the arrangements for service, statutory, and Strategic Performance Framework reporting to committee. In this respect the relevant Committee can expect to receive the following in respect of Housing Property Services areas of work during 2023/24. Report Description Committee Committee cycle Mears LLP 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. The council owns the remaining 33% of Mears Scotland LLP. The contract expired in January 2021 with extensions being approved at Committee, with Mears now in the third year, this commenced on 8 January 2023 to 7 January 2024. Housing Committee Cycles 1 and 3 Saltire Following approval by Committee in March 2017, the sale of the council’s 33% shareholding in Saltire was concluded 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 in January 2021 and agreed extensions that have been approved at Committee. In relation to the contract extension, Saltire are now in the third year, this commenced on 8 January 2023 to 7 January 2024. Housing Committee Cycles 1 and 3 3. Measures of success 3.1 Measures of success include: • Regular oversight and monitoring of performance across the organisation to gain assurances in terms of governance and accountability. • Regular review and challenge processes to scrutinise the performance of the Page 54 of 104
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council to ensure effective use of resources and that resources are directed in accordance with agreed policy and according to priorities, while ensuring sound decision making and clear accountability for the use of resources in achieving improved outcomes for service users and the local community. • Performance monitoring, management, and reporting arrangements that support the demonstration of improved performance in local services and outcomes, and the delivery of Best Value. 4. Supporting documentation 4.1 Appendix 1 - High-level performance overview Brian Lafferty Chief Officer (Housing Property Services) 5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts have been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic? Page 55 of 104
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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? 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 56 of 104
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Appendix 1 Housing Property Services High-level performance overview - as at March 2023 Page 57 of 104
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref SL/GT/AN Date 10/05/23 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 Executive Summary This report provides a summary of the Housing Revenue Account financial performance for the period 1 April 2022 to 3 March 2023 (Period 12). 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 £1.067m for the financial year. This projected year end surplus will be allocated to the Rent Assistance Fund in line with the Council’s HRA budget decision on 23 February 2023. 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 8A Page 59 of 104
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such a deviation, and where relevant, must also highlight the impact this has on other budget headings. 2. Report 2.1 Summary of Financial Position 2.1.1 The service is currently projecting an underspend of £1.067m for the financial year. This projected year end surplus will be allocated to the Rent Assistance Fund in line with the Council’s HRA budget decision on 23 February 2023. 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 (£0.306m), void rent loss (£0.120m), grounds maintenance (£0.215m) and rents (0.050m). These are partially offset by savings within Council Tax (£0.140m) and other minor savings (£0.070m). 2.2.3 An underspend of £0.300m is projected within Administration Costs as a result of reduced legal fees (£0.100m), sheriff officer fees (£0.140m) associated with the restrictions placed on evictions partially offset by a combination of minor variances (£0.030m). 2.2.4 An overspend of £0.120m is projected within Apportioned Expenses due to additional ICT related costs partially offset by savings within First Stop Shops (£0.275m) and Customer Contact Centre (£0.020m). 2.2.5 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 during the previous financial year. In addition, Members should be aware that consideration is currently being given to the implementation of the option of a loan debt holiday, which is one of the fiscal flexibilities introduced by the Scottish Government, initially to support the cost of COVID. If implemented this will generate a further one-off saving in 2022/23. However, it should be noted that this does not change the overall debt to be repaid and any benefit generated will need to be repaid within the shorter of either the remaining period of the loans fund advance or twenty years. The decision on this will be reviewed by the Chief Officer (Finance) as part of the year end closedown. 2.2.6 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. 2.2.7 An under-recovery of £0.670m 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 and a reduced number of HRA properties being utilised for homelessness. Page 60 of 104
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2.2.8 An under-recovery of £0.304m in Fees and Charges due to the temporary removal of charges for laundry facilities as the service seeks to introduce new payment technology (£0.105m), a reduction in court activity (£0.115m) and a reduced charge to HRA Capital Programme (£0.092m). 2.2.9 An over-recovery of £0.117m within Department Charges is due to recharges of HRA staff costs to HEEPS/ABS programme. 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. In line with the 2023/24 HRA budget decision, £3.088m of reserves will be utilised to support cost pressures on a one-off basis during 2023/24. 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 12, it anticipates 100% of its approved savings will be delivered by the financial year-end. 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 61 of 104
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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 62 of 104
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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 63 of 104
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Appendix 1 FINANCIAL MONITORING REPORT DIVISION : HRA SUMMARY 01 April 2021 to 3 FEBRUARY 2022 (Period 11) 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 23,528,123 22,603,489 924,634 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 44,441,017 44,941,119 (500,102) 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 575,554 580,548 (4,994) ADV 782,400 782,400 0 - Balanced Budget TRANSPORT & PLANT 301,340 307,177 (5,837) ADV 367,140 367,140 0 - Balanced Budget ADMINISTRATION COSTS 1,758,866 1,497,697 261,169 FAV 5,490,900 5,190,900 300,000 FAV Underspends due to decreased legal and sheriff officer fees PAYMENTS TO OTHER BODIES 101,876 100,112 1,764 FAV 231,120 231,120 0 - Balanced Budget APPORTIONED EXPENSES 2,295,265 2,324,822 (29,557) ADV 7,279,960 7,399,960 (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 0 17,787 (17,787) ADV 4,994,497 3,887,497 1,107,000 FAV Ambition TOTAL EXPENDITURE 73,002,041 72,372,751 629,290 FAV 154,836,430 153,122,430 1,714,000 FAV OTHER GRANTS 0 0 0 - 0 0 0 - Balanced budget FEES AND CHARGES 452,587 299,624 (152,963) ADV 7,887,859 7,687,859 (200,000) ADV Under recoveries within laundry charges and court dues / fines RENTS 105,666,201 105,441,345 (224,856) 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 (4,633) (4,633) ADV 90 90 0 - Balanced Budget SURPLUS 0 0 0 - 3,150,000 3,150,000 0 - Utilisation of Housing Repairs reserve INCOME 106,118,788 105,736,336 (382,452) ADV 154,836,430 154,189,430 (647,000) ADV NET EXPENDITURE (33,116,747) (33,363,585) 246,838 FAV 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 64 of 104
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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 739,880 381,179 48.5% 358,701 Balance of funding required in future years Hardship Fund 82,423 82,423 0.0% 0 Fund fully utilised in 22/23 Rent Assistance Fund 497,990 497,990 0.0% 0 Additional funding approved for 23/24 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 Allocated as part of the 23/24 HRA Revenue Estimates SUB TOTAL 12,870,907 5,252,268 59.2% 7,618,639 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 2022/23 TOTAL 19,495,619 5,252,268 73.1% 14,243,351 PROJECTED OUTTURN North Lanarkshire Council Housing Revenue Account - Earmarked Reserves 01 April 2021 to 3 MARCH 2022 (Period 12) Page 65 of 104
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref GT/JMcG Date 10/05/23 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 Executive Summary This report provides a summary of the financial performance of the Enterprise and Communities service for the period 1 April 2022 to 3 March 2023 (Period 12). 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 £2.380m. This is attributable to inflationary pressures (£2.652m), 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. The Service is also forecasting an underlying underspend of £1.056m mainly as a result of increased vacancy savings and additional income. Recommendations It is recommended that Committee: (1) Acknowledges the financial position of the 2022/23 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 8B Page 67 of 104
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action required to rectify such deviations and where relevant, must also highlight the impact this has on other budget headings. 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 12 it is forecast that the impact of this is £2.652m 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 a number of budget movements with increases linked to additional funding from Scottish Government funding for climate change (£0.075m) and the Green Growth Accelerator project at Strathclyde Park (£0.026m) and reductions linked to budget transfers to other services (£0.168m), the transfer of DigitalNL savings (£1.535m), a reduction in the Employer National Insurance budget to reflect changes in UK Government tax policy (£0.140m) and a budget transfer to Loans Charges to fund spend-to-save capital expenditure on LED streetlighting (£0.160m). These changes result in a revised Enterprise and Communities Net Budget of £144.396m. 2.1.1 Enterprise and Communities is forecasting an overspend of £2.380m in relation to inflationary pressures (£2.652m), and a delay in the delivery of savings linked to the DigitalNL programme (£0.783m), partially offset by service underspends of £1.056m. 2.1.2 Like most organisations, the Council is facing significant pressures linked to the wider economic outlook and high inflation. Across this service the current forecast is for unbudgeted inflationary pressures of £2.652m linked to energy, waste disposal, fuel, food and materials. The Council has set aside approximately £9.400m corporately to support unbudgeted inflationary pressures faced by services. 2.1.2 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. 2.1.3 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. 2.1.4 The 2022/23 Enterprise and Communities budget incorporates £3.080m of savings previously approved by Council on 2 March 2021 with £0.711m of savings (23%) deliverable within the current financial year. Further information regarding particularly challenging savings is noted in paragraph 2.4 below. Page 68 of 104
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Analysis of Significant Variations 2.2 Excluding the impact of inflation, digital savings, the Enterprise and Communities service currently forecasts a year-end underspend of £1.056m As at Period 12, there are largely compensating variances across the divisions as follows: 2.2.1 Environmental Assets (£1.109m Underspend) The Environmental Assets division is forecasting net vacancy savings of £1.725m partially offset by increased overtime (£0.360m). This underspend is as a result of difficulties in recruiting key posts across the division. Income is also forecast to over recover by £0.484m mainly from charges in relation to road occupation and construction consents (£0.298m), fees and charges income relating to the Country Parks (£0.177m) which includes the use of Strathclyde Park for outdoor education, cemetery fees (£0.071m) and net parking income (£0.108m). This is partially offset by a shortfall in the recharge to capital by design staff due to vacancies (£0.444m) and external fees (£0.348m). In addition, the service has an in-year overspend of £0.600m associated with increased demand and unit costs for electric vehicle charging. A charging policy is now in place to assist in reducing the in-year electric vehicle charging charging overspend this year, and it is anticipated that this service should be in a break- even position in future years. 2.2.2 Regulatory Service and Waste Solutions (£0.639m overspend) The projected overspend is largely attributable to increased agency costs in Waste as a result of delays in recruitment (£0.485m) and a net under-recovery in Special Uplifts as a result of reduced demand (£0.150m). The adverse variance in Waste is partially reduced by underspends in Employee Costs, mainly as a result of vacancies offset by overtime costs (£0.394m). Within Fleet, increased external hire costs (£0.484m), increased leasing costs (£0.154m) are also partially offset by underspends in Employee Costs mainly as a result of vacancies (£0.207m). In addition, there are over-recoveries of building warrant (£0.496m) and landlord registration fee income (£0.140m) within Built Environment. 2.2.3 Asset and Procurement Solutions (£0.834m overspend) The projected overspend includes the timing of office accommodation savings (£0.667m). Within Adminstration costs there is an overspend of £0.471m which relates to consultancy spend across Asset Management and Design team this is fully offset within employee costs as a result of difficulties in recruiting key posts. The expected under recovery in paid meal income (£0.195m) due to the delay in price increase is partially offset by an increase in paid school meal income (£0.087m) and vacancies across Facility Support Services. 2.2.4 Planning and Regeneration (£1.154m underspend) The underspend within Planning and Regeneration is attributable to vacancy savings (£0.412m), additional grant income (£0.194m), and an over-recovery in planning fee income (£0.483m). 2.2.5 Housing Solutions (£0.403m underspend) The underspend within Housing Solutions is mainly related to net vacancy savings within First Stop Shops, Homeless Support and Business Engagement. Page 69 of 104
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2.2.6 Housing Property & Projects (£0.136m overspend) The overspend within Housing Property & Projects is due to increased spend on essential repairs and electrical testing works (£0.342m) and these are partially offset by employee cost underspends within central repairs and the Customer Contact Centre (£0.182m). 2.2.7 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 12 there are no significant variations to report with regards to trading services. 2.2.8 Payments to other bodies are detailed in Appendix 3. This expenditure category accounts for £21.868m with a forecast overspend of £0.247m forecasted for 2022/23. Due to contract inflation for Scotland Excel Procurement (£0.061m) and repairing damages of hired/leased vehicles (£0.058m) 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 £8.084m of the reserve balance will be utilised in 2022/23. A balance of £9.167m 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 12, £0.711m (23%) of its approved savings are achievable during the year. The gap of £2.370m represents digital savings (£1.428m), which have been partially offset by use of an earmarked reserve in 2022/23 (£0.784m); and timing delays in office rationalisation (£0.667m) which have been offset by an earmarked reserve 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. 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. Page 70 of 104
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Change Management 2.6 The Service expects to use £0.333m of the Council’s Change Management Fund mainly to support reinstatement at Palacerigg Country Park as well as voluntary severance costs. 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 71 of 104
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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 cos 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 72 of 104
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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 73 of 104
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Appendix 4 Decription of Earmarked Resource Value % Dilapidations APS - Asset Mgt 524 524 524 116 524 0 0 0 0 Energy Mgt System and Office Rationalisation APS - Asset Mgt 551 551 0 551 0 51 0 0 500 0 Additional School Cleaning and Building Cleaning APS - Building Cleaning 431 431 0 431 431 431 0 0 0 0 Free school meal funds c/f for laptops preordered and not delivered APS - Catering 109 109 0 109 109 109 0 0 0 0 Pitches APS - Com Fac 70 70 0 70 0 70 0 0 0 0 Enterprise Contract APS - Ent Contract 1,686 1,000 0 1,000 280 564 0 0 436 0 Road improvements EA - Roads 133 133 0 133 133 133 0 0 0 0 Winter Reserve EA - Roads 1,500 1,500 0 1,500 0 0 0 0 1,500 0 Country Parks (Lighitng, rangers, events) EA - Visitors 429 316 0 316 309 309 0 0 7 0 Cemeteries EA - Visitors 140 140 0 140 102 102 0 0 38 0 Service Developments - Bothy H&S / Ashdie Back exploratory works EA - Visitors 350 350 0 350 200 200 0 0 150 0 HEEPS HPP 591 300 0 300 300 300 0 0 0 0 Additional Education Recovery - Ventillation HPP 415 415 0 415 415 415 0 0 0 0 Rapid rehousing HS 1,159 500 150 650 401 650 0 0 0 0 Tenant Hardship Rent Grant fund (LACER) HS 363 363 0 363 363 363 0 0 0 0 Anti Social Behaviour Task Force HS 121 121 0 121 121 121 0 0 0 0 City Deal - Delburn Street / Manse Road P&R - city deal 105 105 0 105 46 105 0 0 0 0 Business recovery/growth P&R - Enterprise 4,993 4,094 0 4,094 635 958 0 252 2,884 0 Local Development Plan P&R - P&P 290 150 0 150 3 3 0 0 148 0 LUF Ravenscraig P&R Growth 400 400 0 400 400 400 0 0 0 0 Housing Grants to owner occupiers RSWS - BE 93 93 0 93 65 93 0 0 0 0 Fleet - Grant for Lease Vehciles RSWS - Fleet 371 253 0 253 253 253 0 0 0 0 Bellshill Depot Eco hub - Due Diligence RSWS - Fleet 200 200 0 200 0 0 0 0 200 0 Protective Services - EHO/Pest Control/Food Safety/Env Health RSWS - PS 1,213 1,213 0 1,213 629 665 0 0 548 0 Waste Tonnage RSWS - Waste 622 622 0 622 622 622 0 0 0 0 Digital Savings E&C 644 644 0 644 644 644 0 0 0 Total 17,503 14,597 150 14,747 6,577 8,084 0 252 6,411 Section Commentary regards usageTotal Earmarked Reserve £000 Initial 22/23 Allocation Adjustments in year 22/23 Approved Reserve Total Spend To Date Projected Outturn, 2022/23 Reserves Required For 2023/24 Onwards Reserves No Longer Required Enterprise & Communities Status of Earmarked Resources 1st April 2022 - 3rd March 2023 Period 12 2022/23 Page 77 of 104
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref AN/GT Date 10/05/23 HRA Capital Monitoring Report – 1 April 2022 to 03 March 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 £1.916m is projected for the Mainstream programme 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 £5.604m. 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. Lower than anticipated demand within the Council Buy Back and Mortgage to Rent Schemes, an underspend of £2.206m 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 9A Page 81 of 104
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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, with any additional costs fully funded by the Scottish Government. 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 £2.242m 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 £0.242 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 82 of 104
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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 03 March 2023 (Period 12) is included within Appendix 1, highlighting that at this stage in the financial year: • £56.865m (94% of the working programme) has been legally committed; and • £47.362m (86% 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 £1.916m due to increased material costs, approved contractor uplifts and acceleration of energy efficiency related works. 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 £5.965m 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 £2.242m Net Zero grant allocated to this financial year will be fully spent. Page 83 of 104
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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 £45.040m, an overspend of £5.604m, and is funded by Prudential Borrowing, CFCR and Scottish Government Funding. 2.2.2 There are currently eleven projects on site at Lindsaybeg Road, Chryston; Dykehead Road, Airdrie; Northburn Place, Airdrie; Former Orrs Building, Airdrie (off-the-shelf purchase); Castlehill Road, Wishaw; Berwick Street, Coatbridge; Gateside Farm, Stepps (off-the-shelf purchase); 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, 1,005 new build homes have been completed as part of the Council’s ambitious new supply programme of 5,000 new homes. Currently, 496 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 1,332 homes across 36 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 £7.568m collectively between the Council buy back schemes, £7.186m attributable to EHPS and OMPS and £0.383m 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 70 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, 63 properties have been brought back into use as affordable housing in 2022/23. A Scottish Government grant contribution of £1.5m was initially secured for 2022/23, with a further £0.925m grant funding approved in February 2023. 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 Page 84 of 104
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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 £0.218m in 2022/23 from the amounts set aside for “Our Ambition” 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 12 Appendix 2 – 2022/23 HRA Capital Programme – New Build / Council Buy Back Scheme Budget Monitoring Period 12 Brian Lafferty Chief Officer (Housing Property Services) Page 85 of 104
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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 86 of 104
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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 87 of 104
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Appendix 1 Page 88 of 104
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Appendix 2 Page 89 of 104
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref GT/JM Date 10/05/23 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 initially approved by the Policy and Strategy Committee on 18 March 2021. 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 was reduced by £14.505m reprofiling to 2023/24 approved at the Council’s Strategic Capital Executive Summary This report highlights the financial performance of 2022/23 Enterprise and Communities capital programme for the period ended 3 March 2023 (Period 12). In summary the Service has a total capital budget of £133.810m. At this stage in the financial year the service is currently reporting an in-year underspend of £14.934m which will be requested to carried forward to 2023/24 to reflect when the expenditure is now projected to be incurred. 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 9B Page 91 of 104
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Delivery Group (SCDG) on 15 September 2022. Following approval at Policy and Strategy Committee on 1 December 2022 £0.699m budget savings were identified for Enterprise and Communities and this reduction has now been applied to the current budget. Further reprofiling of £15.046m was presented and approved at SCDG on 2 February 2023. In addition, a further £1.096m has been received in external funding giving an overall working capital programme of £133.810m. 1.3 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 12 the service is reporting an in-year underspend of £14.934m which will be requested to carry forward to 2023/24 to reflect when the expenditure is now projected to be incurred. Capital budgets and expenditure are summarised into Project/Themes (see Appendix A) 2.2 Assets & Procurement Solutions (£2.768m 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 (£1.601m). This includes the previously reported £1.500m for Chryston Community Hub based on updated contractor work programmes which indicate this spend will now be incurred next financial year. There is also £0.200m for works for the new site for Newmains/St Brigids Community Hub which has now been handed over, this variance is for final internal works not affecting the operational aspect of the site. There are also small compensating variances across other projects. There are underspends in the Maintaining Existing Assets category (£0.406m) across different themes. Re-roofing projects are expected to underspend (£0.410m) due to weather and access issues. Contractor operation issues means £0.387m will now be incurred in 2023/24 for the toilet upgrade programme Window projects also expecting to underspend (£0.078m) due to delays in completion of project at Langloan Primary School. These underspends are offset in part by an increased forecast for Re-Wiring projects (£0.251m) due to good progress being made by contractors. Works through Active & Creative are also expected to overspend (£0.171m) due to accelerated works on Time Capsule and Bellshill Cultural Centre. There are also various other minor underspends across other categories totalling £0.147m. Within Sustainable Estate an in-year underspend of £0.329m is anticipated. Despite now being in contract for the project at Taylor High School for temporary modular accommodation, a contract dispute with the successful party has delayed this project until next financial year. Within Demolitions there is a forecast underspend of £0.229m, this is due to the tender being returned for the demolition of the Bellshill Depot that has come in lower than anticipated. This project is also no longer anticipated to complete this financial year due to delays with disconnection of the substation. Page 92 of 104
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Curriculum Development is expected to underspend by £0.227m, this is due to mobilisation of contractor who will not take possession of site at St Maurice’s High School until early March 2023. Capital receipts initiative is also expected to underspend by £0.128m, this is due to a re-profile of programmed works between this financial year and next. Projects at Mid- Forrest, Palacerigg and Napier will bridge financial years. 2.3 Environmental Assets (£3.247m underspend) Within the Roads Asset Management Theme there is an underspend of £1.663m anticipated in this financial year. This mainly relates to Street Lighting replacement (£1.057m) and LED upgrades (£0.709m) where although committed the spend is now profiled into 2023/24. Carriageway replacement works have been accelerated to partially offset the in-year underspend. The Cemeteries/Tree Infrastructure theme is projecting an underspend of £0.888m which is largely linked to the footpath works at Cambusnethan which will be carried out early 2023/24. The Infrastructure and Transportation Improvements theme is forecasting an underspend of £0.282m. This is mainly as a result of maximising external funding in Traffic Signals and Pedestrian Crossings (£0.396m) and Drainage & Flood Risk Management (£0.146m). There is also an underspend in staffing costs (£0.076m) within this area due to recruitment issues which means there are a number of vacancies within the design team. These underspends will be used to partially offset additional costs within the Horsely Brae project of £0.357m. Within the Parks Master Plan £0.211m of works related to the reconstruction of Bothwellhaugh Cottage and £0.047m of pavilion roof works will now take place in early 2023/24. The Litter Bin Rationalisation is now expected to underspend of £0.102m. 2.4 Regulatory Services and Waste Solutions (£0.797m overspend) Within this projection there is an overspend / acceleration due to updated contractor cashflows for the new Bellshill Fleet Depot (£0.713m). A further £0.284m overspend relates to the purchasing of electric vehicles that were previously leased and have been deemed to still have a useful life as part of the ongoing review of fleet requirements. An underspend in HWRC Equipment (£0.247m) is partly due to delays in procurement for upgraded CCTV cameras. 2.5 Planning & Regeneration (£9.745m underspend) The Policy and Strategy committee on 16 March 23 agreed to proceed with the purchase of The Centre Cumbernauld. The sale however is now likely to conclude in the new financial year due to the timing of the finalisation of asset management and property management arrangements. This results in an in year underspend of £9.5m. There is also a further in year underspend of £0.137m as a result of maximising external funding these funds will carry forward and be utilised in 2023/24. Page 93 of 104
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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 Derek Brown Depute Chief Executive Page 94 of 104
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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 95 of 104
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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 96 of 104
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Appendix 1 Enterprise & Communities Capital Programme 2022/23 Theme Expenditure Summary 1st April 2022 - 3rd March 2023 (PERIOD 12) Lvl 7 Thematic Category Revised Budget £ Actual £ Committed £ Uncommitted £ Projected Outturn £ Outturn variance £ ASSET & PROCUREMENT SOLUTIONS CX2A Maintaining Existing Assets - windows, re-roofing, re-wiring and condition survey works for the Council's building assets 9,410,255 5,839,138 8,870,763 133,011 9,003,774 406,481 CX2B Carbon Management 516,562 422,270 422,270 116,472 538,742 (22,180) CX2C Office Rationalisation 437,811 274,502 347,285 93,286 440,571 (2,760) CX2D Shared Campus 0 0 0 0 0 0 CX2G Leisure Development 1,410,560 1,397,260 1,397,260 0 1,397,260 13,300 CX2H Health & Wellbeing & Digital Classrooms 411,693 274,633 425,580 35,126 460,705 (49,012) CX2I Rationalisation including ASN & Social Work 1,590,316 1,701,823 1,631,375 4,654 1,636,029 (45,713) CX2J Curriculum Development 863,951 494,565 637,101 0 637,101 226,850 CX2K Sustainable Estate 1,198,576 701,033 871,768 0 871,768 326,808 CX2L Outdoor Education and Outdoor Spaces 343,176 377,549 377,549 0 377,549 (34,373) CX2F Future Capital Receipts Investments 774,434 366,503 645,891 0 645,891 128,543 CX2M Design Fees 1,469,383 835,597 1,469,176 0 1,469,176 207 CX2O 1140 Early Learning and Childcare Expansion 1,970,737 1,303,697 1,393,446 587,626 1,981,072 (10,335) CX2E Demolitions 510,383 167,677 281,212 0 281,212 229,171 TOTAL ASSET & PROCUREMENT SOLUTIONS 20,907,837 14,156,248 18,770,675 970,174 19,740,850 1,166,987 TOWN AND COMMUNITY HUBS CX2N Town and Community Hubs 47,573,752 39,006,783 45,322,161 650,385 45,972,546 1,601,206 TOTAL TOWN AND COMMUNITY HUBS 47,573,752 39,006,783 45,322,161 650,385 45,972,546 1,601,206 ENVIRONMENTAL ASSETS CX9A Infrastructure and Transportation Improvements 8,485,014 6,466,952 8,088,778 114,671 8,203,450 281,564 CX10A Greenspace infrastructure Health & Wellbeing 1,005,630 267,258 961,181 15,289 976,470 29,161 CX11A Parks Masterplans 2,954,307 1,399,624 1,881,992 814,571 2,696,563 257,743 CX11B Environmental Assets replacement of plant and machinery 772,601 555,176 746,321 0 746,321 26,280 CX12A Cemeteries/Tree Infrastructure 1,608,030 208,494 608,762 111,675 720,437 887,593 CX13A Road Asset Management including street lighting, road improvements and gateway signage 11,901,142 6,831,863 10,231,864 6,321 10,238,185 1,662,957 CX13B Bin rationalisation project and replacement 137,742 35,787 35,787 0 35,787 101,955 CX13D Play Area Equipment and surface renewal 213,145 122,660 213,145 0 213,145 0 TOTAL ENVIRONMENTAL ASSETS 27,077,611 15,887,814 22,767,831 1,062,525 23,830,357 3,247,253 REGULATORY SERVICES & WASTE SOLUTIONS CX7D Contaminated Land and Pollution Control 368,376 396,197 416,109 0 416,109 (47,733) CX7A Vehicle Replacement Programme 49,040 254,431 332,631 0 332,631 (283,591) CX7F Depot Rationalisation and Investment 1,810,007 1,195,996 2,522,561 0 2,522,561 (712,554) CX7C HWRC Equipment 464,700 217,718 217,718 0 217,718 246,982 TOTAL REGULATORY SERVICES & WASTE SOLUTIONS 2,692,123 2,064,342 3,489,019 0 3,489,019 (796,896) PLANNING & REGENERATION CX1C Economic Regeneration 15,002,499 4,448,629 5,173,288 129,216 5,302,504 9,699,994 CX15A City Deal 17,238,178 15,185,991 17,084,111 143,045 17,227,156 11,022 CX15B Enterprise Projects 2,546,020 1,136,394 2,294,403 248,610 2,543,013 3,007 CX1B Antonine Wall Project 210,199 180,096 180,096 0 180,096 30,103 TOTAL PLANNING & REGENERATION 34,996,896 20,951,110 24,731,897 520,871 25,252,769 9,744,126 HOUSING PROPERTY & PROJECTS CX16A Water Quailty / Ventilation 561,862 586,258 586,258 4,515 590,773 (28,911) TOTAL HOUSING PROPERTY & PROJECTS 561,862 586,258 586,258 4,515 590,773 (28,911) TOTAL ENTERPRISE & COMMUNITIES 133,810,081 92,652,555 115,667,841 3,208,471 118,876,312 14,933,765 YTD OUTTURN Page 97 of 104
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☐ Yes ☒ No Ref AT/JMcK Date 10/05/23 Contracts awarded below Committee approval threshold From Chief Officer (Assets and Procurement) Email mckinstryj@northlan.gov.uk Telephone James McKinstry 07939 281102 1. Background 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 Chief Officer (Assets and Procurement) award these contracts on behalf of the appropriate Chief Officer. 1.3 The Chief Officer (Assets and Procurement) is required to notify Committee on a regular basis of any such contracts awarded on behalf of Procuring Service Areas. Executive Summary This report notifies the Committee of the contracts awarded between 1 January 2023 to 31 March 2023. 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 January 2023 to 31 March 2023 as per the process within the Council’s General Contract Standing Orders. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (18) Ensure our digital transformation is responsive to all people's needs and enable access to the services they need AGENDA ITEM 10 Page 99 of 104
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2. Report 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 Chief Officer (Assets and Procurement) on behalf of the appropriate Chief Officer. 2.3 The contracts awarded by the Chief Officer (Assets and Procurement) 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 January 2023 to 31 March 2023 are detailed in Appendix 1. 3. Measures of success 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. 4. Supporting documentation 4.1 Appendix 1 - Summary of contracts awarded. James McKinstry Chief Officer (Assets and Procurement) Page 100 of 104
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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 101 of 104
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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? All contracts listed have been assessed by the Enterprise Architecture Governance Group (EAGG). 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 Council’s Procurement 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? Page 102 of 104
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Where Risk impacts have been identified, they have been established and addressed in each specific Contract Strategy and incorporated into the project. 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 103 of 104
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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 (inc extension) (£s) Successful Tenderer Supplies Services Works No of Tenders Received Route* North Lanarkshire Homes First Housing Support Alliance 25/01/2023 01/02/2023 31/01/2024 N/A £247,130.00 Simon Community Scotland Services 1 *EXT Gowkthrapple Demolition Ph 1 & 2 07/02/2023 28/02/2023 27/08/2024 N/A £1,317,241.50 JCJ Demolition & Construction Ltd Works 10 FMC3 Demolition: Jackson Court, Coatbridge Ph1 02/03/2023 03/04/2023 30/09/2024 N/A £1,291,117.00 JCH Plant Hire Ltd Works 5 FMC3 MTC: Swimming Pool Plant; Inspection, Servicing, Maintenance & Repairs 2023-25 14/03/2023 03/04/2023 23/01/2025 N/A £350,000.00 Aquateq Pools Ltd Services 5 CO • Contract Extension to incumbent provider delivering best value. Provision for extension made in original contract award reported to a previous Committee. 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 DAF3 - Direct Award 3rd Party Framework DAH&SC - Direct Award Health & Social Care Related Services N - Negotiated Contract EXT - Extension to Contract/Framework Page 104 of 104